Raytheon CEO Bill Swanson offered his 25 Unwritten Rules of Management and Jim Collins asks, “I wondered, how would his rules stack up against the behavior and leadership styles of the successful CEOs profiled in Good to Great? …the overall fit appears quite positive.”
For posterity, here’s Swanson’s list:
- Learn to say, “I don’t know.” If used when appropriate, it will be often.
- It is easier to get into something than it is to get out of it.
- If you are not criticized, you may not be doing much.
- Look for what is missing. Many know how to improve what’s there, but few can see what isn’t there.
- Viewgraph rule: When something appears on a viewgraph (an overhead transparency), assume the world knows about it, and deal with it accordingly.
- Work for a boss with whom you are comfortable telling it like it is. Remember that you can’t pick your relatives, but you can pick your boss.
- Constantly review developments to make sure that the actual benefits are what they are supposed to be. Avoid Newton’s Law.
- However menial and trivial your early assignments may appear, give them your best efforts.
- Persistence or tenacity is the disposition to persevere in spite of difficulties, discouragement, or indifference. Don’t be known as a good starter but a poor finisher.
- In completing a project, don’t wait for others; go after them, and make sure it gets done.
- Confirm your instructions and the commitments of others in writing. Don’t assume it will get done!
- Don’t be timid; speak up. Express yourself, and promote your ideas.
- Practice shows that those who speak the most knowingly and confidently often end up with the assignment to get it done.
- Strive for brevity and clarity in oral and written reports.
- Be extremely careful of the accuracy of your statements.
- Don’t overlook the fact that you are working for a boss.
- Keep him or her informed. Avoid surprises!
- Whatever the boss wants takes top priority.
- You must make promises. Don’t lean on the often-used phrase, “I can’t estimate it because it depends upon many uncertain factors.”
Links courtesy Pete Behrens.