10 Commandments for Work
Lately I’ve been offering, and been asked to offer, words of wisdom about work and life in general. It’s nice to be thought of as someone who might actually have some wisdom – until recently I’ve never thought of myself as old enough to have any. One has to wonder if it’s nothing more than having an old, educated bullshit meter. But, when asked, I realize there are several rules of thumb I have come to live by. Some I’ve come up with on my own, others I’ve gleaned from reading and watching other smart people. Let’s start with these:
Treat adults like children and children like adults. Sometimes our expectations of people are unrealistic. They aren’t perfect, they have foibles, personal issues, responsibility problems. Just because they’re adults doesn’t mean they’re always going to be rational, or aren’t going to have temper tantrums, or behave like spoiled brats. Conversely, children will surprise you with how much they know, how much they have been paying attention to you (good and bad), and how responsible they can be when needed. You have to be willing to give them a chance to surprise you. So, lower your expectations of adults to be perfect and raise your expectations of children to perform. Both ideas have made me happier.
Between the moment someone tells us something and we answer, there is always a space where we get to choose how we respond. Always try to take that moment and use it wisely.
Program managers are probably the most important position in the company. Really good ones are probably the hardest to find. It’s a thankless job, and though I did a fair amount of, it was one I never cared for. They are masters at keeping things organized and on-track. You can’t have enough good ones or, in the end, pay them too much.
The Rule of Thirds. Business expenses generally fall under this golden rule: a third of your costs will be in materials, a third in payroll, a third in gross profit. If you can consistently meet or beat that profit ratio over the long term you’ll live long and prosper, Spock.
Always under-promise and over-deliver. It’s far better to set realistic expectations and possibly disappoint people up front so you can be a hero by making or beating schedule and budget later on. No one will remember the reset you required in the beginning if you live up to your promises. Everyone will blame you if you’re late.
It’s better to beg for forgiveness than ask for permission. Want to be a leader? Then act like a leader. Make rational, fact-based decisions and move your organization or your project forward. Don’t succumb to paralysis by analysis; don’t ask your Board, your partners or your parent company for decisions and actions that are part of good strategic management, sound business practice or timely project management. Asking for permission is a no-win proposition – if they say yes, you will be held responsible for its success. If they say no, all you have brought them is a problem that invariably stalls your mission and brings you untold grief. Stop being a chickenshit, grow a pair, and do the right thing without asking mommy if it’s okay.
You get more with sugar than vinegar. You can be congenial and still be assertive. Building relationships, and making deposits into people’s emotional bank accounts will pay dividends later when you need to hold them accountable, need to be hard-nosed on an important point, or need to ask for a favor.
Saying less is always better than saying more. Answer only the question that is asked. If the interrogator wants to know more, they will ask. Engineers invariably want to please and reassure by expounding on their answer. Doing so will only generate more questions, some you may not be able to answer. Resist the temptation. Remember, “‘Tis better to be thought a fool, than to open one’s mouth and remove all doubt.”
When an employee doesn’t fit in, is negative or destructive, it’s never too early to get rid of them. They are a cancer to proper job performance and to company morale. Fears like “we can’t live without their skillset,” or “who’s going to do their job?!” are useless and equally destructive. I can’t tell you how many times, after the deed is done, that people have always said, “Wow, why didn’t we do that sooner!” No employee has ever been fired too soon. I have been thanked innumerable times for firing an employee by other employees. Other employees know and will always ask themselves why management isn’t looking after the company’s best interests by firing the guy that needs to go. Having the right people on the bus is huge to aiding everyone’s success.
No one is indispensable. Really, NO ONE.
And there you have it. Hard won insights I began learning when I stopped fighting to be heard and started observing, reading, and listening. Onward and upward!
