Читать книгу Designing a World-Class Architecture Firm - Patrick MacLeamy - Страница 45

The founders had a soft-spoken way of conveying what they wanted that I came to think of as “Suggest, Don't Tell.” They would make something sound like a request—“Why don't we do it this way”—but we all understood that it wasn't really a suggestion, it was an order. However, couched the way it was, it sure sounded a lot nicer. Maybe it was a midwestern characteristic, but in speaking like this, they were again demonstrating mutual respect for employees. When the leaders spoke, they didn't have to issue commands and edicts. Everyone knew what was expected. None of the founders had to raise his voice to be understood, and I never heard any of them shout in anger. This communication style trickled down to the staff in the way we addressed each other.

Another aspect of the founders' considerate communication was how they drew a line between public and private discussions. They praised excellent efforts and good teamwork publicly but corrected substandard work or lack of teamwork in private. If necessary, they let us know that we had disappointed them, but didn't harp on it, instead challenging us to do better next time. I have since heard a workplace saying for this: “If you're not happy with my work, tell me. If you are happy with my work, tell everybody.” Publicly humiliating people just makes them resentful. It doesn't help them improve, a concept many managers don't get.