kevindoohan.com

Loved these "rules for boss engagement" as shared in a response to the case study in the November 2008 issue of Harvard Business Review.  The rules are from R. Dixon Thayer, founder and CEO of ab3 Resources.  I llike the rules and will share with my team.  The idea is that before approaching the boss, team members will declare a purpose for the conversation.  Declaring purpose frames the discussion to follow.  Considering the suggestions that accompany the rules may help employees develop resolutions on their own as opposed to delegating up prematurely.  Dixon's rules...

1. You're bringing me news that does not require action.  Don't show up with bad news at 4:00 on Friday, unless it is business critical.
2. You want a decision from me.  Bring possible solutions to the problem and your thoughtful recommendation.
3. You want personal advice and counsel from me (not as the boss, and without expecting action on my part - it's your job to solve the problem).
4. You want to complain about someone.  Bring that person along with you or we won't have a happy meeting.

Dixon goes on to say... The intent with the rules is not to be arrogant or unresponsive.  He cares immensely about the people working for him, but he has a company to run.  If he has to do employees' jobs as well, don't expect to be thrilled with the outcome.

Great stuff in my opinion.  Another winner from HBR.  Seems harsh at first glance but I think the rules and accompanying recommendations above are a great tool for managers to use to help employees understand the nature of engagement with the boss and to inspire employees to solve problems before escalating.  It's possible that if all organizations simply employed rule #4, the US could see a major productivity increase.