Forget Creating a Policy; Do This Instead
The “policies and procedures” manual.
Every organization has one. Usually it’s a pretty hefty tome with rules to follow for every eventuality one might encounter. Topics range from dress code, to safety protocol, to internal organization structures. Such manuals are used to assist in training when on-boarding new employees, and as a reference when various issues arise; processes are often outlined in great detail.
I will confess: I am not a fan of these volumes.
Don’t get me wrong. I think there’s a place and indeed a need for some (a very few) policies. Having a clearly outlined process for dealing with complaints, for example, can be handy. Having a reference for hiring and terminating employees can ensure consistency. Knowing the protocol for inclement weather? Very helpful.
The challenge for me is that there are often so many obscure policies in place that things can start to feel confusing. Many policies seem to get written in response to a one-off challenge that occurred at some point in the organization’s history. And because such scenarios are “one-off” the manual itself becomes a laughable piece of “legislation” rather than a helpful resource.
What organizations need are fewer policies and more conversations.
You see, when a particular situation arises that has caused concern, often, a conversation is all that is needed to rectify things. Especially when the situation is an isolated one; there is no need for a blanket policy, at least not yet. Having a conversation with the people or persons involved is actually a necessary first step.
The issue, of course, is that such conversations will likely feel a little uncomfortable. Things might get a little messy. It’s certainly easier to just write up a policy and distribute it, hoping that the issue will magically disappear, and the folks involved will get the message. So often what happens, however, is the gossip train gets a-rolling.
Folks start to wonder: who did what to whom?
What happened?
What does this policy refer to?
Why is it in place now?
It’s a recipe for creating an environment of mistrust and angst. Which most organizations will admit is the last thing they want.
So, how do you have more conversations and fewer policies?
Leaders and policy-makers: stop hiding in your office. Come out and speak to any and all offenders -- and even non-offenders. Air your concerns publicly and lay out your expectations clearly.
Stay connected to your people. In this day and age of electronic communication, it is so easy to just “send an email” or “send a text” when addressing problems. It’s not enough. It sends the unintended message that you’re not interested in what’s happening outside of your bubble. Such communication needs to be balanced with sufficient in-person exchanges.
When a policy is needed, if at all, keep it simple. Policies that go on ad nauseum do not get read. Which means they don’t get followed. And while having a policy might be effective in terms of covering your backside, it won’t serve if folks don’t actually know or understand the policy in question.
Bottom-line: policies and procedures aren’t needed for every, single eventuality. Having a manual that provides guidelines on overarching expectations makes sense. Having one that is so loaded with so much information that it causes one’s eyes to glaze over does not. Wherever and whenever possible, have conversations instead of creating policies. The result will be meaningful relationships, engaged employees, and a healthy workplace.