How do you balance too many rules with too few? How about exceptions? And where do you fall on Methodists and Evil Kevin? Let’s talk about all of that (and more!) Why is that important for business? It is easy to overdo or underdo rules and...
How do you balance too many rules with too few? How about exceptions? And where do you fall on Methodists and Evil Kevin? Let’s talk about all of that (and more!)
Why is that important for business?
It is easy to overdo or underdo rules and regulations. It is easy to fall into the trap of assuming that your team does not need rules because they can be trusted. But your team won’t always be the same, both because situations in their lives will change, and your team will change over time. Assuming best intentions is wonderful, but you also have to ask, “what’s at risk?”
You might worry that rules assume everyone is bad or insinuate distrust. But they also protect your employees. And it warrants asking what the maximum level of threat is and if it warrants rules to protect you and the employee. There is a sweet spot in the middle where rules don’t inhibit the behaviour you do want, while not discouraging the behaviours you wish to see less of.
Rules are there to put guardrails on things, but you can always step over the guardrail whenever you want. And like guardrails, they might exist only in places where the most danger exists.
To sum up: Good luck with rules. You should have them. Maybe. Probably. But you may not want to always enforce them. But make sure you don’t overdo them. Or underdo them. In short - good luck.
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