I hate rules. Not because I am a rebel, an egomaniac or disrespect authority. I hate rules because they stifle creativity, innovative thinking and decision-making. (My apologies to all compliance coordinators out there. It’s nothing personal).
With proper vision, communication and accountability providing organizational structure, rules can be minimal. The problem is that most people get caught up in ‘do this’ but ‘don’t do that’ and ‘only do that when or if this happens.’
Rules are a crutch for leaders and managers. The more rules, the less people need to lead or manage.
Think about it. The NCAA rule book is obnoxiously thick. Staff handbooks can be just as bad. Most institutional policies and procedures read as if an attorney wrote them, and in many cases legal counsel actually has been involved in a review. Enough already.
Let’s give people more credit for having brains and capacity to make good decisions.
True, many rules (especially at the NCAA level) are in place because of some bad or stupid decision that someone made. But when governance organizations try to legislate ethics, morality or stupidity, it never works. Clearly there are rules that must be in place in every industry or organization. There are black and white, ‘don’t go there’ areas. However, we’ve grown into a place where someone can’t make a decision without citing a rule as justification.
People make mistakes. Consequences are part of making mistakes and the necessary catalyst for learning. Still, rules are not the answer. Good leadership, sound management principles and a structure that ensures accountability will provide an environment that rewards achievement and establishes consequences for poor judgement or decisions.
A roadmap is a simple example of an excellent tool that provides this structure. The map clearly displays a variety of ways to get from point A to point B, but a person must think about their trip and decide the best way to proceed. If someone makes a bad decision, it will be evident and the person will learn a better way to get from point to point next time.
Strategic vision and a complementary plan provide this structure as well. People need to do the thinking and be accountable for making good decisions in support of the department’s vision and objectives.
Four Simple Keys:
- Establish a vision of success
- Clarify (purpose, responsibilities, expectations)
- Hire the right people, utilize their strengths and let them do their jobs
- Hold people accountable
Finally, don’t get me wrong. Not all rules are bad. It’s just that providing clear structure is better than over legislation.