We’re a startup unit and 2011 was a tough year. While the rest of us hunkered grimly in front of our computers, Jason’s team commandeered a conference table and – wait for it – started talking to each other. Face to face. Smiling, even! They looked like they enjoyed what they were doing and the people they were doing it with. (There wasn’t a lot of that going around.)

Then they plastered the workspace with posters and post-its to let the rest of us know what they were doing or failing to do. And instead of living in Powerpoint hell, when they had to discuss their work they dropped pictures of the walls into slides or offered a tour. I watched the president of the business unit spend at least 30 minutes in the work area, guided by a relatively new and junior person who, presumably, was doing the talking because she had done the work. If you know (a) how BU presidents at large companies allocate their time and (b) who normally gets to talk to them, you’ll understand that this spoke volumes.

I asked one of Jason’s employees what it’s like working for him. Answer: “You don’t work *for* Jason. You work *with* him.”

A general (ie not specific to this post) question: how have your managers, employees and colleagues been responding to your slow management philosophy and practices? Resistance? Accolades? Perplexity? I’d be interested to hear some stories from the field. Might give courage to the rest of us…

Thanks!
Justin

Here’s how I put point #1 in practice. First, I run into a situation in which someone is clearly being political, sneaky, unfair, or all of the above. Then I draft a scathing email. Then I remember how many times I ended up with my foot in my mouth because what seemed like a clear-cut act of evil was a misunderstanding. I also remember how many times my carelessness or ignorance led someone else to think I was guilty of a clear-cut act of evil. Then I pick up the phone and say, “Hey, help me understand this.”

There’s almost always a reasonable explanation. And when there isn’t… “Never attribute to malice that which you can attribute to stupidity.” Don’t remember where I saw that, but words to live by.

#1: Act with the expectation of positive intent — I don’t get it. I keep reading it but I’m not sure how to put it in practice.

For all the points — are these primarily for the manager, are are they both for the manager and the people s/he manages? If not the latter, then each one has an interesting corollary of how it would feel to the managed staff. For example, #4 ‘Cut down on sources of stimulation,’ might benefit staff by having a manager that has the time and attention to lead and help them with critical matters.

Finally, I think you’re emphasizing the last principle, which I heartily agree with.

#2 – Treat your own credit as karma, but make sure that your people get credit when they deserve it

#3 – Especially in times of change and uncertainty, talk as much as needed to give your team context, structure, and a vision of the future