Team Code of Honor: The Secrets of Champions in Business and in Life (Rich Dad's Advisors) by Blair Singer

Author:Blair Singer [Singer, Blair]
Language: eng
Format: mobi
Publisher: RDA Press, LLC
Published: 2013-02-27T14:00:00+00:00

And here’s one of the magical things about a Code of Honor. You let it legislate the behavior, and you let it enforce itself. The code gets to be the impartial third party, the policeman. You can point to the code and say, “It’s not me attacking you, it’s what the code says. And you and I agreed to it.” There’s really nothing there to argue at that point, and you haven’t attacked anyone personally. Saying, “Your whole miserable life doesn’t work because you keep doing this,” won’t work, as you can probably figure out.

5. State specifically what didn’t work and offer support.

Avoid “the whole story.” Don’t get into every detail about it. State what happened specifically.

For example, “We had an agreement to be on time for all the meetings, and you were twenty-five minutes late. It forced us all to wait. Do you need some support? Do you need to be reminded in advance of the meeting? Let me know, and I’ll remind you so that we can all be on time next time.” Quick, pure, simple—just get it done.

And offer to be supportive early in the conversation. When I was in the air freight business, we had a young fellow working with us who was a great customer service person but just could not get there on time. Everyone was always waiting around for him, covering for him. We told him over and over again to be on time. He wasn’t trying to be disrespectful, but he just couldn’t get it together. We told him that as much as we liked him, one more time and he would have to find another team to be on ... not ours. We discussed it at a team meeting and a couple of the warehouse guys piped up and said, “Don’t worry, we’ll take care of it.”

The next morning, two big Samoans showed up at the fellow’s apartment, knocked on his door and woke him up! They welcomed themselves into the house while one guy got him dressed and the other made the coffee. They did whatever it took to get this kid to work on time. And it worked! Now that was what I call “ruthless support”! And do you know that our friend cleaned up his act! He seemed to start taking things a bit more seriously, more responsibly, started dressing more professionally and definitely started coming to work on time. (The prospect of another wakeup call would be enough to get me out of bed for sure!) The team helped him to be the best he could be.

6. Make sure it’s clear what the benefits are for correcting the behavior, not just for the team, but for the person being corrected.

What would be the benefit to that person in being on time? What would be the benefit to the team if everyone was able to operate according to the Code of Honor? Always take people to a “higher ground” of aspiration. Dealing with the minutiae of who did what and why and when will drive everyone nuts.

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