A group of senior public affairs officers were discussing a new policy. The policy, in certain circumstance, didn’t fit or make sense. Some PAOs were caught up in the details and were missing the intent of the policy. The leader interrupted the conversation and said, “look guys, I expect you to use your brain.”
This is written on a post-it note by my desk.
We use our brains; follow intent and make common-sense decisions. You should too.
We work in a vast bureaucracy, with rules and policies for everything. I don’t believe rules are meant to be broken, but we’ve all worked with people who hide behind quasi-relevant rules in order to avoid doing their jobs. Rules feel safe and are devoid of any risk.
At least consider the possibility of a world where the rules are acknowledged, and a special circumstance is appropriately addressed.
When following the rules leads to barbarous results, I expect you to use your brain.
- PAOs: The situation on the ground doesn’t align perfectly with the PAG? Use your brain and coordinate a true and useful response. Go on background to add context and explain the circumstances.
- Security guards: A badge-holding organization member is trying to bring their spouse or infant into the building? Use your brain: we need you to to find and prevent security threats, not invent fake problems.
- Help desk folks: Someone’s asked you to enable a certain capability on a short timeline? The world moves fast: use your brain, be part of the solution, and help people do their own jobs.
Having trouble getting others to use their brains?
- Be sure you’re right. You’re a savvy member of the commander’s personal staff, so use your knowledge and access to feel the organization’s pulse. Know that your leader’s values can/will be reflected in this situation.
- Make it your business to know people, and have them know you. Strong relationships create space for common-sense reasoning. If you don’t know the person you’re dealing with, you should at least know others on their team.
- When you need something, start with why. Tie it to your mission and appeal to your organization’s defined and stated culture.
- Seek responsibility. Show people that you’re not afraid to put your name on the line. The good ones will follow your example. The bad ones will shrug and say, “it’s your funeral.” Either way, the job gets done.
- Empower others. Give your people the space to use their best judgment and make decisions. Reward bias for action, even if it results in failure.
