Shut Up and Listen

This may be a rather crass way to start a new year. However, it tells a critically important story. I have several children; I have learned a lot from them. One particular lesson continues to play an important role in my life.

Late one night one of the teens came home from a school activity. He was upset. I do not remember the situation. However, as a caring father, I tried to solve his problem. In a moment of extreme frustration he said to me, “Dad, shut up and listen!” I was stunned. My children never talked to me that way, and here I was trying to help.  My first reaction was one of indignation with a twinge of hurt. Fortunately, I was so caught off guard that I stopped talking. He then poured out his problems and his feelings. After getting it all out, he asked for my input and my help.

Through all of my experiences, training, and education, this advice from a child tops the stack. Through my observations of many organizations, this one change – leadership talking less and listening more – would mean the difference between marginal success and optimal success, or even between success and failure.

As I look around at businesses and organization, I want to shout that advice to them: “shut up and listen!” No, I am not talking about listening to me. I am talking to leadership about being willing to stop amid all of the “stuff” that goes on unceasingly around them. I am saying, as my son did to me, to just close the mouth long enough to hear what is really going on. With all of the really poor decisions  many American businesses have made in the past, they need to get out of the telling mode and into the learning mode; perhaps starting with their employees.

As a New Year’s resolution, perhaps we could all be more willing to listen and more willing to learn.

Careful with Policies

In every business and organization it is important to have policies. However, sometimes policies can get in the way. Additionally, sometimes too many policies can be a problem.

I was asked to accept a position where there was considerable turmoil. That particular enterprise had a policy book approximately 3 inches thick. A procedure book that provided instructions on how to follow the policies took up another 3 inches. Obviously, no one could remember all of the policies and exactly how they were to be enacted or maintained, or even if there was a policy on a particular issue. Many of these policies were necessary and helpful. Others were not necessary and created a legal concern. Let me explain.

When a policy is created, adopted, and included in policy books or written contracts, it is assumed it will be followed. That applies to each and every policy. Should you not follow all of your policies, then attempt to take strong action on others, you make them all legally vulnerable. That is, in court, inconsistency in following policy weakens the argument in a policy adherence dispute. It can be successfully argued that because of the lack of consistency in following policies, it would be difficult for those affected to know which policies were seriously adhered to, and which were not.

Let me make a couple of suggestions.

First, determine those areas that need absolute control. For example, who is given the combination to the safe. What specific restrictions, requirements, and controls must be followed. In hiring practices, what is required of a new employee – I 9, etc.

Second, in those areas where specific legal requirements are not needed, general procedures will suffice. For example, in hiring, your usual process may be to include a number of individuals reviewing candidates. This process may also include the stipulation that the final decision will be made by the HR. Director. This process does not need to be in policy. In fact, in hiring for a highly technological position, the HR person may defer final decision to someone skilled in that area.

Perhaps it is time to review your policy manual and/or contractual agreements; there may be changes you would like to make

[Next article: Policy, Practice and Common Sense]