This is one of the most commonly violated management rules in the book. In the isolation of their office, managers dream up all sorts of ideas which get shared in a memo found in everyone’s mail slot the next morning. Grumbling follows, mistakes get made in implementation and after considerable misgivings, discomfort and passive aggressive comments the manager starts the process of getting influential employees to support the new idea.
All this could be avoided by following the codicil of this rule: if you are going to ask people to do something, find out beforehand what they think of the idea. Many times you’ll learn of an obstacle that needs to be addressed. Even if you encounter resistance you’ll be a step ahead in trying to dissolve it. And by sharing your ideas with others beforehand you’ll get their enthusiastic support later on.
All this could be avoided by following the codicil of this rule: if you are going to ask people to do something, find out beforehand what they think of the idea. Many times you’ll learn of an obstacle that needs to be addressed. Even if you encounter resistance you’ll be a step ahead in trying to dissolve it. And by sharing your ideas with others beforehand you’ll get their enthusiastic support later on.
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