#41 - Why you need to create a 'User Manual' to help people understand how you work!
10 Dec 24
When we buy a new TV or other electrical equipment, we also receive a User Manual as standard to help us become acquainted with its operation.
Why don't we do the same when a new leader joins the team?
Understanding how your new boss ticks would go a long way towards setting out expectations from the start, as well as mandating the standards required.
It may well be the quickest way to establish harmony between leaders and those who are led so that both parties can deliver to the levels required!
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#41 - Why you need to create a 'User Manual' to help people understand how you work!
What?
Let's face it, we all have our particular nuances, likes and dislikes and foibles. Some we can explain, most we can't!
We just like things done in a certain way, and any deviation away from 'that prescribed way' is highly likely to be irritating to us.
In the past, people would find out about specific likes and dislikes associated with certain characters through experience of operating with them over time.
In large part, that experience was hard won against a lengthy period of relationship-forming which could be quite a bloody experience.
However, the Royal Navy (as always) were streets ahead. Having been in existence for the best part of a thousand years, the Navy has a great track record of building high-performing teams led by great leaders. Check out their consistent operational success for evidence of this.
So, every ship had (and still does have) a document called 'Captain's Instructions to Officers' (CIOs).
Essentially it is a guide to how the Captain of the ship likes things to run, when to report to them, when not to and how and what to brief. It spells out the tripwires and red lines which should not be crossed if personnel are not to incur the wrath of the Captain. It sets out the Captain's expectations in terms of standards that are expected.
It is a great idea, well ahead of its time!
Why?
It is a great idea since it allows every person who is likely to interact with the Captain to get to know in detail how they work. It's like a User Guide for your boss.
What delights them, what really irritates them, what are they particularly interested in hearing about, and what are they happy to delegate?
In short, it allows personnel to manage their expectations and meet pre-defined and expected/demanded standards of work and behaviour.
It also sets out the boundaries and constraints and the conditions within which a harmonious ship can be run without everyone inadvertently irritating everyone else.
Stay within the guidelines and all will be well. Stray outside and woe betide...there be dragons!
I've always been curious as to why this has never made the leap into the business world. It seems like a logical thing to do.
Why wouldn't you set out your expectations and sow the seeds for harmony within your teams?
That way, the whole organisation runs more smoothly and effectively as people can concentrate on delivery rather than dealing with friction points.
How?
A short document will do the trick. Keep it short and concise and ensure it covers the following areas:
Introduction to yourself and how you like to work. Here is a great example of some direction and guidance on ways of working:
- Provide clear leadership set purposeful direction so that all are aware of the main effort and the plan,
- Be aggressive and creative in problem-solving,
- Make evidence-based and informed decisions supporting a proactive risk management approach,
- Empower staff, work for the good of the whole and promote innovation and efficiency,
- Use standardised repeatable processes within the governance framework,
- Take a proactive approach to up-skilling yourself and your staff,
- Be prepared to challenge!
Then you can add in some additional, more detailed guidance such as:
- What should people avoid doing?
- Do's and Don'ts related to flexibility of working arrangements,
- What do you prefer in terms of style, structure and frequency of reporting?
- Explain how people can access you and when, so that they are aware of an escalation route if required,
- If you have nominated Deputy, be specific about what they are empowered to do on your behalf,
- Outline the frequency and attendance/representation you expect at key meetings in your absence,
- Detail the deliverables you expect to be presented on a regular basis,
- Map out the meeting structure and how information is presented in a timely manner to facilitate effective decision-making.
In Summary
I hope that you enjoyed reading this newsletter and that it has given you food for thought.
Providing your team with a 'User Manual' related to how best they can work with you allows potential areas of friction to be removed (or at least significantly reduced).
Expectations are appropriately managed on both sides.
Have a great week!
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