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This is a great approach to take if trying to engage employees in ways to improve culture.
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Text 1
End Text 1 m
Updated 5.2.14
Kill a Stupid Rule
m Goals
• Creates an unusual way to get at the
things that really frustrate people in
the workplace – It may take them time to trust the process
• Creates an innovation mindset – Establishes a culture where questioning the
status quo is encouraged
– Establishes a new platform of trust that when
they suggest something that makes sense, we
listen and act
Page 2
m
Page 3
m
Page 4
Gather a Group of
Employees • Then break them down into two-or three-person teams.
• If possible, pair up people from different functional areas.
m 10 Minutes: 1 Question
• "If you could kill or change a rule or
process that gets in the way of better
serving our customers or just doing
your job”
– what would they be?
– how would you do it?
Page 5
m Wear Your Thick Skin and Sit Back
• Make sure your skin is particularly thick that day, because
many of the stupid rules employees will want to kill may be
our stupid rules.
Page 6
m You Will Witness Engaged Employees
During Those 10 Minutes
• You'll rarely see employees get as engaged during team
meetings
• Show you are serious about the exercise
• This will build the team's trust in you and in the possibility
that things will actually change
Page 7
m 10 Minutes Later….
• At the 10-minute mark the teams will be begging you for
more time
• 10 minutes isn't nearly enough time to write everything
down.
• If you can let them go a few more minutes, do it.
Page 8
m Ask everyone to write their "favorite"
stupid rule on a sticky note
• Have each place his or her rule on a whiteboard grid that
has two axes (see next slide) 1. Y is ease of implementation
2. X is degree of impact
• Your grid will then have four quadrants 1. Hard to implement with low impact
2. Hard to implement with high impact
3. Easy to implement with low impact
4. Easy to implement with high impact
• Some people will automatically assume eliminating their favorite stupid rule
has tremendous impact even if it doesn't. – That's understandable
Page 9
m
Page 10
m Talk about the Results
• Some of the same rules will show up
multiple times
• Some will be rules only one person follows
• Some won't be formal rules
• Some will fall more into the, "But that's how
we've always done things," category
• And some won't be rules at all: – Meetings just for the sake of meeting
– Reports that no one reads
– Multiple sign-offs for purchases or approvals
Page 11
m Kill
1. Let the group pick a few easy to
implement/high impact rules
2. Kill those rules on the spot – Prove you're willing to listen.
– Prove you're willing to change.
Page 12
m Prove
employee engagement
is a verb,
not a noun.
Page 13
m Make Changes
Some rules you can't kill on the spot.
A few might require first changes in process or
workflow. – No problem.
• Make the necessary changes: – anything you do that streamlines a process
– frees up employees to do real work
• Communicate – let everyone know when those rules are killed. That way you
reinforce how seriously you take their input and how
important it is to make positive changes.
Page 14
m Keep Listening
• As long as you're listening and acting
on what you hear, your employees
will bring great ideas to you.
Page 15