The Hindu Business Line : The best thing we can do for competitors is hire poorly

CELEBRATING its tenth anniversary, Fast Company magazine's editors have put together `timeless truths' in The Rules of Business, from Currency Books (www.currencybooks.com). The first rule is, `Adapt or die'. In sage Drucker's words, "The most effective way to manage change is to create it." Seth Godin reminds, "Every great company, every great brand, and every great career has been built in exactly the same way: bit by bit, step by step." So, "if every element of an organisation gets a little bit better every day, then the organisation will become unstoppable."

When should you initiate change? "When things are going perfectly," answers rule 3. "Understand that the metabolism rate (the tolerance for change) in your boss or in your organisation might be dramatically different from your own," reminds Barbara Reinhold. Rule 6 is blunt: "If you can't communicate, you can't lead."

If you want to know what's really going on in most companies, you talk to the guy who sweeps the floors, advises Kenneth A. Hendricks. "Nine times out of 10, he knows more than the president. So, I make it a point of knowing what my floor sweeps know — even if it means me sweeping the floors."

Don't overrate creativity, because rule 8 cautions that ideas by themselves are worthless. "It's what you do with them that matters." Encourage proliferation and promiscuity in innovation, says Bruce Mau. Then comes, `rigorous, tough-minded editing', he adds. Rule 11 offers the key to customer service in 10 words: "Ask customers what they want, and give it to them." Ron Zemke states a simple truth: that customers don't distinguish between you and the organisation you work for, because they don't know "how things get done behind doors marked `employees only'."

There can't be two opinions on rule 17, which reads, "If you don't execute, you won't accomplish a thing." Larry Bossidy defines execution as "the ability to mesh strategy with reality, align people with goals, and achieve the promised results." Vijay Govindarajan discovers what makes many large, established organisations sustain success: "Because they are ruthless about holding their managers accountable to meeting or executing standards."

Rule 19 is what you may not like your boss to see. It states, "No matter how overwhelmed you are with work, it is always better to hire no one than to hire the wrong person." The best thing we can do for our competitors is hire poorly, warns David Pritchard. "I'd rather interview 50 people and not hire anyone than hire the wrong person," says Jeff Bezos. Empower your people by investing in them, says E. David Ellington. "When you give people a loan, or you donate money to them, they're indebted to you. But when you invest in people, you demonstrate that you believe in them."

The chapter on leadership has Howard Gardner's definition of leaders as "people who change minds". Any time a boss rolls up his or her sleeves and actually does some grunt work, word will reach every corner of the shop, assures Harvey Mackay. "Leadership is the art of getting people to do what you want because they want to," reads rule 28.

"Good leaders are very curious; they spend a lot of time trying to learn new things," informs Jeffrey Immelt. Rule 29 helps by specifying two things that leaders need to say: "This is where we are going," and "This is why we need you to help us get there."

Find job satisfaction in the work itself, advises Richard Bolles. "Your self-esteem must come from doing the work rather than from some hoped-for promotion, pay rise, or other reward — which may never materialise." Do what you love, the money will follow, counsels Marsha Sinetar. "Jobs are given and jobs are taken away — often by forces you can't control. But your career belongs to you," notes Eunice Azzani.

An important tip for managers is from Loren B. Belker: "Don't let them see you sweat. Have confidence in your ability." Ken Blanchard would agree: "People who feel good about themselves produce good results."

In the chapter on `social responsibility,' rule 49 stipulates, "If it is not right, don't do it; it if is not true, don't say it." Carl Sewell, `the most successful luxury car dealer in the US', shares an insight: "For a long time we wrestled with how to describe an appropriate standard of behaviour for our employees. Finally, we got it right. We tell our people that they should always ask themselves: `How would my actions appear if they were described tomorrow on the front page of the local paper?' When you ask the question that way, things get real clear."

Rule 0, therefore: Read the rules without fail.

ManageMentor@TheHindu.co.in

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