We all have expectations, standards, and rules by which we manage even if we don't realize it. These behaviors, actions and thoughts are deeply rooted in our values and influence how we manage others. For example, Munstead Lavender we may value timeliness and therefore expect ourselves and others to show up on time for meetings. Or we may value collaboration and teamwork and expect others to engage fully in discussion-based brainstorming activities. The first step in getting clear about our "non-negotiable" management expectations is to identify what we value.
Step 1. Identifying Your Core Values
If you are fortunate enough to have participated in a formal assessment process that identifies your values, then you are ahead of the game. If you have not, take a moment to identify three core values that guide how you live and work. Core values are strong and unwavering. They show up in every part of your life and are usually well rooted. For example, it may be that you value continuous learning and always seek out resources and situations that challenge you to stretch your intellect or knowledge base. Or it may be that you value helping others grow and develop and you focus most of your time on how to be of service to others. It may be that you value getting a return on investment of your time, talents, and resources and you evaluate how to spend your time based on what seems most practical. Once you have identified your core values, write down at least three of them.
Step 2. Brainstorm Your Management Pet Peeves
Most managers have a lot of fun with this step. One a blank piece of paper, write down the things that drive you crazy when other people do them. For example, it may really irk you when people show up late for meetings or when meetings seem to drag out because people want to check in on everyone's feedback and thoughts. Or it may be that you get frustrated when people don't appreciate the creative process and rush through things to get to the end without considering all aspects of the issue. It may get to you when others don't step up to take the lead or need a lot of handholding to get something done. At this step, just write down as many pet peeves as you can think of. You know you are done when you have at least seven peeves on your list.
Step 3. Sort Your Pet Peeves and Identify a Theme
Now review your list of pet peeves and look for a theme that is connected to one of your core values. We often see that people who are driven by a "Utilitarian" value (a desire to use time, talents, and resources effectively), go nuts over people being late, not using time effectively, and appear to lollygag around. People who are driven by a "Social" value (a desire to help others grow and develop) tend to get frustrated when others rush through the collaboration process and leave out important opportunities for teamwork. Once you have a theme or two, reflect on which you find to be most important. These are usually the things you are not willing to negotiate on. Once you have identified your theme or core value that is connected to the pet peeves, write it down.
Step 4. Identify Your Non-Negotiable Management Standards
It's time to take your brainstormed pet peeves and themes and design your non-negotiable management standards. Be specific and avoid making broad general statements. Review your list and design three or four non-negotiable standards to which you will hold yourself and others accountable. One of mine is punctuality. I have learned over the years as a manager that I need to be unequivocally clear about what the word "punctual" means because it means different things to different people. For example, I had an assistant once who thought that if she arrived 10 minutes after the hour when she was supposed to start, she was still "punctual." So, one of our non-negotiable management standards for the office is stated as, "Punctuality: We expect all team members to show up early or on time for all meetings and events. Should a unique situation occur, we expect you to call, text, or email the office as soon you recognize that you won't be on time to let us know by when you will arrive." We also share why this is important to offer some context to the standard and help new team members see the value in being punctual. For us, it all goes back to our core Utilitarian value to use time, talents, and resources effectively.
Step 5. Identify Consequences for not Meeting Non-Negotiables
Unfortunately simply stating what we expect doesn't necessarily mean we will get perfect results. We need to consistently reinforce that we mean business and that we are serious about reinforcing our expectations. It's not unusual for team members to test to see if we are really serious about our non-negotiables and it becomes our job to clearly communicate the consequences for not meeting them. Make sure the consequences match with the intensity of the non-negotiables. For example, our corporate value of punctuality, and a clearly stated description of what we mean by showing up on time, is very important to us. The consequence for consistently showing up late is termination. It is such an important value for our business that we have matched a severe consequence to it. For other non-negotiables, like "Take Initiative," the consequence is less severe and it hits on a personal level by resulting in decreased motivation or lack of new and challenging opportunities. Because of our values and clearly stated non-negotiables, we attract people who are timely and independent, take-charge individuals. Take a moment to write down consequences for breaking your non-negotiables that seem fair and appropriate.
Step 6. Communicate Your Non-negotiables
It's time to share your non-negotiables with your team. If you are sensing some resistance or hesitation in doing so, you are on the right track. Most of us are not used to being crystal clear about what we expect and we may never have verbalized our standards and expectations before. Interestingly, most managers who have shared their non-negotiables report that their team members weren't surprised at all. They actually found it helpful because they now know what is expected of them and they can hold themselves accountable. If your non-negotiables are articulated clearly and have appropriate consequences, they tend to be a relief to the people who receive them.
Non-negotiable standards are great because they tend to eliminate uncomfortable performance-related conversations and reduce the need for conflict resolution. If you feel brave, try using them in your personal relationships as well.
Copyright 2010 Jessika M. Ferm & J.Ferm, LLC
Jessika M. Ferm is a writer, coach, speaker, and consultant on leadership, management, and business topics and is known for her "no frills no fluff" approach to sharing information. She is the President of J.Ferm, LLC, an international leadership consulting firm and is the trusted adviser to leaders and managers ranging from Fortune 100 companies to start ups. For more information or to sign up for the free "Leading Edge" newsletter, visit: http://www.jferm.com/ or visit http://www.nofrillsnofluff.com
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