Bending Rules for Better Results
“Most managers,” said futurist Alvin Toffler, “were trained to be the thing they most despise…bureaucrats.” Bureaucratic workplace rules, policies and red tape are a major frustration, both for the manager who has to enforce them, and for the employees who have to endure them. Employees often cite baffling workplace rules as an impediment to getting their work done efficiently. Some workplace rules are essential to deal with important considerations such as safety. But arbitrary edicts for every aspect of office life act as handcuffs, limiting people’s ability to achieve the best results.
In the book Hacking Work: Breaking Stupid Rules For Smart Results, authors Bill Jensen and Josh Klein show how today’s top performers are taking matters into their own hands to circumvent all sorts of rules just to get their work done. These are dubbed benevolent hackers who find ways to get around stupid rules to get smarter results. The authors cite an example of employees frustrated because their boss insists that all presentations be delivered in PowerPoint. But collaborating with others on PowerPoint slides took forever to upload (and download) files on the company’s Microsoft SharePoint servers.
Breaking the rules by surreptitiously using Google Documents for the collaborative work, and saving to PowerPoint at the last minute, saved hours of frustration and helped these employees accomplish more. Another example cited is of an employee who was tired of spending six to eight hours a month doing his expense reports according to his employer’s cumbersome forms. He now uses Mint.com to create a one-pager of his expenses and even uses Salesreceiptstore.com to order duplicate sets of receipts to match his expenses so he doesn’t have to carry pockets full of receipts.
What these two examples teach business executives is that there’s an urgent need to keep up with the rapidly changing work environment, not only in terms of how people work today, but also what tools are available out there. The authors state that “the tools we have outside of work are leapfrogging past what we use on the job.” Preventing employees from using these tools makes their life needlessly more difficult. And many will find a way to work around firewalls and use them anyway because these tools allow them to work more efficiently.
Reprinted portion of article by Bruna Martinuzzi, founder of Clarion Enterprises Ltd., and the author of two books: Presenting with Credibility: Practical Tools and Techniques for Effective Presentations and The Leader as a Mensch: Become the Kind of Person Others Want to Follow.
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