Week 2: We Avoid Rules

Richard Branson has a quote floating around the repost circle on social media: "There’s no magic formula for great company culture. The key is to treat your staff how you would like to be treated." I responded, “Well, that is just the Golden Rule, and if it were that simple, and people could treat each other like that, the world would have already fixed itself, and company culture wouldn’t be an issue." Responding like that is cynical, but I have thought about this quote over the last few weeks.

WE AVOID RULES 

The first employee I hired was skeptical about how this would work. So was I. I grew up in a household with strict rules, went to a college with even more strict rules, joined the Marine Corps, where rules aren’t ever questioned, and then entered business, where rules were everywhere. So, why would I ignore rules when creating my business and culture? Rules aren’t harmful to business culture, but having too many can be, and I’ve seen that firsthand. I once worked for a company with an elaborate flowchart for approving employee PTO requests that required considerable mental effort to complete. Or we all know this one: every time someone made a mistake or failed, a new rule or policy was added. As companies grow and more people join, more policies tend to take hold.  

These are the only three rules we have at GMG, which keeps the employee handbook short.

    - Harassment or discrimination will earn you a firm, personal kick out the door.

   - We handle private and sensitive information for our clients. Don’t share it with anyone.

   - We do not reward contracts or bids for anything other than your competence. Please don’t call me for breakfast at Waffle House (by far my favorite place in the world) just because you have a pending contract to sign.

It came down to the idea that I wanted a group of people who worked with me and weren’t confined by an employee handbook controlling every move. First Principle Thinking. First principle thinking is the mindset that foundational beliefs or first principles underpin all your actions. Instead of blindly following directions or sticking to a process, a first-principle thinker will constantly ask, “What is best for the company, and could we do it this other way instead?”  

You won’t attract primary thinkers if you have too many rules. You’ll draw in people who don’t need to think for themselves because you’ve done all the thinking for them.

Examples of rules we avoid at GMG. 

-       GMG’s policy for expensing, entertainment, gifts, and travel: Act in GMG’s best interest.

-       I nixed the PTO Mouse Trap Board Game maze.  Take the number of days off each year that you need, and we do not track them.

-       Our maternity leave policy is to return to work when you and your baby are good to go.

-       Take from GMG only when it is inefficient not to take, and inconsequential. (i.e., printing personal documents at work, personal phone calls or personal meetings/appointments during working hours, using a stamp to mail an individual letter.)

-       We don’t have a dress code in place, allowing my hunting camo to make an appearance occasionally.

-       We don’t have guidelines on appropriate internet usage at work. 

Failure in your workplace is inevitable. I have had employees fail, and that has cost me money. A new fear was awakened in me as I started my business. There are fewer rules, fewer procedures in place, more outside-the-box thinking, high speed/low drag, and then boom. I am writing a check. That is the worst-case scenario, but my mind has gone there.      

So, back to Richard Branson. A workplace culture filled with rules would be my failure to lead and address the internal shortcomings of my heart and mind. I don't want to focus on growth and trust the people who work for me, so I’ll set parameters, hoping I don’t have to worry and my employees only go where I direct them. It sounds unbelievable, right, when no one loves the process, but it feels better than chaos? Some of you work in that company culture and don’t even realize it. Think about where you could go if your mind and abilities were unlocked. And yes, this is possible in large, publicly traded companies. Hundreds of them are doing this and reaping the benefits of a team with more freedom than ever before.     

I don’t want to be micromanaged, so why would I want that for my employees? Treat others as you would like to be treated. Thank you, Richard Branson and Jesus, for making this simple. Responsible people thrive on freedom and deserve it. Don’t be afraid to give it to them.