Truth 13. Teach others how to treat you

Have you wondered why a 12- year-old child will rebel at a directive by one parent but generally be hushed and compliant when it comes to the other? At the risk of playing psychologist, it's because we have, directly or indirectly, taught our children where, when, and how to push the envelope. The question is, "Are adults any different?"

The answer is a resounding "No."

During times of rapid organizational change, it's imperative that you get everyone "on the same page" at the onset, alleviating any potential anxiety or frustration. To do this, you must identify—and be prepared to live and enforce—some basic rules or "suggestions" regarding your team's attitudes and behaviors.

While every situation will be different, here are some practical guidelines for speaking to your team about how you will treat them:

• You'll trust everyone until they give you a reason not to. Everyone is starting with a blank slate.
• You're available "24/7," though hopefully, that doesn't need to be tested too often.
• Their needs are important, and you'll do everything in your power to assist them with obtaining the needed resources.
• You're here to help, listen, observe, and learn. You aren't afraid of rolling up your sleeves. You'll make decisions as quickly and efficiently as possible if there are limited or competing resources.
• To the extent possible, everyone will have a voice.
• You'll provide general direction and give feedback on a timely basis.
• When mistakes are made, you'll use them as opportunities for collective learning.
• You'll never embarrass anyone. Counseling matters will be addressed behind closed doors.
• Confidentiality shall be maintained to the extent possible.
• There are no guarantees for employment, but participating in this change agenda with you can enhance everyone's employability. Roles will likely change and grow; skills will be developed and enhanced. Rewards will be considered.
• You'll keep everyone up-to-date regarding organizational progress and key initiatives. Regular staff meetings will be held, and "ad hoc" as needed.
• You believe in the future. You're looking forward to this journey of exploration. You shall try to create a climate that fosters the sharing of ideas.

Here are some practical guidelines to communicate to your team about how you expect to be treated, and how you hope they will interact with each other:

• Everyone is to be treated with respect.
• Appreciate everyone's contribution.
• Be punctual. Meetings start on time. Be prepared.
• Make sure deliverables meet commitments.
• Failing to communicate isn't an acceptable excuse. If delays are anticipated or significant road blacks encountered, you want to hear about it as soon as possible. Surprises aren't welcome.
• Be aware that we may evolve to an "ask for forgiveness, not permission" model, but that's not where we're starting. You expect to be kept informed of the status of all key projects.
• Work hard and work smart. Maintain professionalism at all times. Everything you do is a reflection on the team.
• Bring problems to management's attention on a timely basis. Even more so, bring solutions.
• Don't have selfish goals and parochial interests. This must be a team effort.
• Treat each other as adults. Address problems and resolve conflict at the appropriate levels. Only get others involved or escalate the matter if necessary.
• If there are any concerns, tell management about them first. The water cooler isn't the place for hearsay or the airing of dirty laundry.
• Know that, in time, everyone will have the opportunity to create his own job descriptions and work processes. Innovation is encouraged.
• Don't walk into management's office without a recommendation for handling the concern being raised.
• Understand that management is looking for and assessing employees' commitment, contribution, and collaboration.