The Hindu Business Line : The laws of business

The Unwritten Laws of Engineering by W. J. King was first published in 1944. The book was revised and updated in 2001 by James Skakoon. He changed the last word of the title from "engineering" to "business". Skakoon's intention was that the book address not only engineers but also business managers.

The book contains 64 laws, divided into 10 chapters. The unique and distinguishing feature about these laws is that they retain their validity and relevance even today. This article attempts to portray some of the more important laws - important from the point of view of the young manager.

The ability to get things done

The ability to get things done is sine qua non for success in business. Perhaps, this quality may be reduced to a combination of three sub-qualities.

Initiative - the energy to start things and the aggressiveness to pursue them relentlessly.

Resourcefulness - the faculty of finding ways to accomplish the desired result.

Persistence - the disposition to continue and persevere despite difficulties, discouragement, or indifference. This sub-quality, which can also be termed as tenacity, is so vital that its absence will not only be conspicuous but also disastrous.

Close and constant follow-up

Many executives assume that it is sufficient to initiate an action and, thereafter, sit back and await the results. In reality, most jobs progress in direct proportion to the amount of pressure exerted on them. It is necessary to cultivate the habit of ensuring that there are no barriers or blockades coming in the way of getting things done.

Avoid vacillation

An executive must think deeply before taking a decision, but once a decision has been taken, he must stick to it. He must refrain from making any judgement until he has had an opportunity to obtain and study the facts of a case.

One of the greatest personal indictments of an executive is to earn the reputation that his opinion depends on the last person with whom he has spoken.

It is essential that any statement - verbal or written - must be accurate, brief, and clear both in the manner and matter of presentation. Many executives lose the confidence of their boss and colleagues by guessing when they do not know the answer to a question. If an executive does not know the answer to a question, he must truly and honestly admit his inability. However, he must also say, " I shall find out the answer, and let you know," which he must do without any delay.

When a message is accurate and brief, it is easy to understand. The trick is to use the inverted pyramid form of communication. Start at the bottom - the beginning - with the most important fact, the one that the audience must know. Progressively the pyramid must be made broader by constructing each thought to build upon its predecessor.

Keep the boss informed

How much should the boss know? This is a difficult question. It will vary from person to person; and also, it will depend upon the nature of the situation.

The best method is to assess the inclination of the boss over a period of time, and then, act accordingly. Initially, it is safer to get the boss to say, "Do not bother me with so many details"; rather than, "Why am I being kept in the dark?"

What the boss wants takes priority

Any assignment given by the boss must be done first. Some executives may not give priority to what the boss wants.

This is a wrong attitude and such executives will pay the price one day. It is always better to go by the rule that the boss knows best and that what he wants must come first.

Consult ALL Stakeholders

In large business organisations, employees having a stake in the matter are sometimes inadvertently left out when decisions are taken about those issues. Invariably, the step has to be retraced, failing which considerable damage to morale is inevitable. A significant point in this context is that when consulting people, the executive must be genuine and sincere in his approach.

Any condescending or patronising attitude on his part will soon be exposed, and it will have exactly the opposite effect.

On the other hand, when an organisation is faced with a crisis situation, the employees will understand that the management just does not have enough time to consult everyone. However, considerations of corporate etiquette and morale demand that the management must explain things to all the employees once normalcy is restored.

When dissatisfied with service from another department, first make the complaint directly to the executive responsible for the fault

Any complaint made over the head of an executive directly to his boss, without giving the executive a fair chance to correct his mistake, always generates strong resentment. Although procedural propriety may warrant informing the departmental manager first, most executives will never forgive a direct reference to their boss, before giving them a chance to address and redress the mistake. Networking among executives bypassing departmental channels is not a heinous crime.

Delegate responsibility, authority

It is good management practice to delegate responsibility and authority to junior executives, even if the senior is capable of covering all the ground himself. It is part and parcel of executive training and development. Further, knowledge and experience must not be concentrated on any one person - there must always be more than one person, knowing more than one job.

Simplify issues

The ability to reduce apparently complex problems to their basic and essential elements is a form of wisdom that must be developed as a systematic habit. Some people have an uncanny knack of muddling and muddying even the most simple and straightforward issues. They can always make a mountain out of a molehill. It is necessary that an executive cultivates the skill to integrate, condense, summarise, and simplify the facts surrounding an issue, rather than expand, ramify, complicate, and disintegrate them.

Stay grounded always

Organisations will sometimes be thrown into a state of agitation bordering on panic by some crisis situation. Most crises will not be half as bad as they may appear at first. So it is vital to keep a cool head. The important thing is to get the facts first and first-hand - as promptly as possible. Then, the executive must initiate action when he has enough evidence from authentic and reliable sources.

Keep the interests of your employees above your own

This is not only an obligation, but also an opportunity. In a well managed company, seldom will there be a conflict between the interests of the employees and the organisation. While the needs of the company will always take priority, a good management will endeavour to blend and reconcile the two sets of interests to the mutual advantage of both.

Praise in public, pull up in private

When an employee does an action that deserves praise, the executive must applaud him in front of his colleagues. If necessary, he must manoeuvre to create an occasion and an opportunity to celebrate the event. When an employee does an action that needs correction or constructive criticism, it must always be done one-to-one and in private.

Refrain from using profane language

The use of profane language, in business or elsewhere, is bad culture. Unfortunately, in the workplace such language is sometimes used allegedly for its "effect". Some people deem it to be a mark of power or strength. A foul mouth generates nothing but contempt for the speaker.

Personal integrity is most important

By integrity, what is meant here is honesty, moral uprightness, trustworthiness, and a high sense of responsibility. Quite apart from considerations of ethics and morality, there are sound business reasons why an executive must conscientiously guard his personal integrity. The priceless and automatic reward for uncompromising integrity is confidence - the confidence of seniors, peers, juniors, and external stakeholders. All transactions are incredibly simplified and facilitated, when the word of an executive is as good as a bond signed by him - if only he can create such an image by the unimpeachable integrity of his character.

(The writer, a former HR director of a well-known auto components group, is a management consultant.)