#139 unwritten

The head of our transitions program tells the story to incoming students about a little league team she coached.  She knew when accepting the role that the boys were new to the game, so she taught them fundamentals about hitting and catching.  In one of the first games, a boy was a base runner on second and the fielder dropped the ball near him.  The runner was unaware of the rules, so he politely reached over and handed the second baseman the ball.  Of course, the runner was called out.  The teacher/coach uses this as an illustration as to why a transitions course is necessary -- to teach incoming freshmen about the unwritten rules that govern how a college operates.

Unfortunately, there is no course and there is often little attention paid to the transitions that employees experience when entering a new workplace or when reporting to a new supervisor.  Recently there was an article in our professional journal entitled "What if the unwritten rules were published?".  Wouldn't that be nice for everyone?  No more guessing about what is important and what is taboo.  No more reprimands for doing something that was outside a particular person's preferences.  No more wondering about expectations and reactions.

I would propose that the unspoken rules do not need to remain that way.  It is in everyone's best interest if training includes the "inside scoop" about the boss's and culture's preferred way of operating.  Over the years, I developed a list of "things you will likely know about me in a year, but I'm telling you now" to give to new employees when appropriate.  A more accurate listing was developed when a prospective employee asked a current employee about me -- and later she was kind enough to share what she had written.  It is often through these third party assessments that the truth is truly told.

Everyone has their expectations, pet peeves and quirks.  Instead of pretending to be the model supervisor or colleague, fess up to your new hires about what your "unwritten rules" are.  Far better for them to be aware of them in advance than to have consequences for not knowing.

(I will share some examples tomorrow.)

-- beth triplett
leadershipdots.blogspot.com
@leadershipdots
leadershipdots@gmail.com

Story from Rachel Daack