The TalentRocket Management Manifesto

Having an open and transparent culture is one of the principals TalentRocket was founded on. Our purpose is to motivate other companies to broadcast their authentic cultures via their TalentRocket profiles. One step towards transparency is having a document that guides the daily decisions we make as managers and leaders. Our management manifesto is a living document that we give to all our employees on their first day. It’s a written commitment to how people are managed at TalentRocket which we hope, gives our people a healthy employer-employee relationship, no matter how big we get.

Employees can suggest improvements to the manifesto at any time and if a manager isn’t acting accordingly then any employee can object. We actively encourage employees to reference it frequently as it’s only through feedback and reflection that we will improve as managers.

So here it is:

1. We only give tasks to people who have the ability to perform them and who will ask for help if they need it. We don’t tell people how to do their jobs.

If we give tasks people who don’t have the ability to do them, then we’re just putting an unfair pressure on them and everyone else. Equally, if we task people that won’t ask for help, then they’ll never learn and that creates problems too. If we give tasks to the right people, then we have to trust them to do their jobs. They’ll ask for help if they need it – no micro-managing!

2. We get the best from people by making sure they are doing things they believe in. We don’t ask or bribe people to do work that they don’t want to do.

Nobody does their best work if they’re doing something that they don’t agree with, even if you pay them or offer other incentives. If you can’t find anyone to believe in the work then you’ll have to do it yourself or, better still, don’t do it.

3. We improve by getting the people doing the work to talk to the ones affected by it. We don’t set arbitrary targets to try to improve performance.

Targets are a poor approximation for real performance. They are far too simple, and they can lead to bad decisions. Get people talking to each other instead. Ok, so you can’t put it in a spreadsheet and add it up, but you’ll get better results and fewer issues. Also, don’t forget that it’s often people inside the company that are affected by work being done, don’t just focus on customers.

4. We care about keeping ourselves and our colleagues happy. We don’t spread unhappiness around our colleagues and the office.

You won’t get the best from people who don’t respect each other as people. Equally, people sometime project their bad mood or problems around the office. We don’t want this. We want people to understand the value of spreading happiness instead. We all know that problems happen, but getting stressed about it and passing that stress onto the person next to you isn’t going to help.

5. We invest time and money to make sure these things happen. We don’t put short-term profits before our investment in people.

Even if we recruit for free, we spend a lot of money employing people, training them, and giving them experience. That’s OK! People are our most valuable asset – they are the company. Don’t scrimp on them or they’ll scrimp on you.

Do you have a management manifesto? Do you agree with ours? We’d love to hear your feedback in the comments below.

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