The life of a manager would not be complete without that wonderful day where she finds herself stumped as to why a staff member acted in a certain manner inconsistent with policy. After several months of training a colleague, you find them going a different direction than guided. It is inevitable. It will happen.
The next surprise is when they tell you it was your idea. What? My idea? What incredible bump do you have on your head that caused such a thought? Have you lost your mind? Where did you get that idea?
Then you remember. You remember the question you answered last week in the middle of a major emergency. A customer needed an exception to your normal policy for a critical project. You authorized the team to process the job in a different manner. It was an exception needed and specific to that day and that job and that customer. Now, it is a rule. Now, it is embedded in the minds of staff as the way to cut a job short.
Of course, if you take this exception route on a routine basis you will lose all your profits, mix up customer work orders, and generally destroy the business. One time on a special project is okay with manager discretion. Any time on normal jobs with a staff discretion is chaos.
Every manager must understand exceptions, communicate them clearly, and contain expanded usage.
The impact of an exception on the minds of team members is big. They watch you, manager. They take clues for action from your action. When you step out of the normal, they believe it is okay to do the same anytime they so choose. Get it? Get it! Guard it.
Understand your own decision. You cannot simply make an exception without understanding and being able to explain to someone else.
Exceptions are not meant to be rules; however, if you don’t take the next two steps, they will become rules.
Exceptions will cause a problem. They will. You have order and rules to prevent problems. Okay, accept that and be prepared to contain the problem. Of course, you accommodate for that in your decision. Explain the problem. Explain the accommodation. Explain why this is a onetime decision. Be prepared for questions and distrust. Yes, you worked hard to communicate why you would never do what you just did and then you did it. But, it was an exception, right? You really did have a reason other than you just wanted to do it? Right?
Let your leaders and decision makers know this is an exception, why you made it, and how they might follow your logic in their next decision. Logic? You had some, right?
Contain Expanded Usage
After an exception, reinforce the rule. Take time to pull documentation if necessary and explain why this is a onetime decision and why not to do it with any regularity. Be honest. Did you do it for political purposes? Then explain the urgency of the situation and protocol you followed. Did you do it to prevent Don’t hide behind, “Because I said so.” That is weak and lacks open communication to the team.
Summary: Do these three things when you make an exception and they won’t become a rule.
Be attentive and cautious when making exceptions that they really fulfill your direction.
Always enjoy managing the exceptions and the disciplines.
Be Busy Building Business Have a Great Day!
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