How to Build a Strong Foundation with Operating Principles: Insights from Jasiri Limited

We at Jasiri Limited believe that trust is a cornerstone of a thriving workplace. Employees reach their full potential when they trust their leaders and colleagues. Without trust, productivity falters as employees hold back. But how can trust be effectively built in the workplace?

The Role of Operating Principles

Trust is cultivated through honesty, consistency, respectful communication, predictability, and reliable actions over time. A practical way to build trust is by creating and adhering to operating principles within a workgroup.

Operating principles are written guidelines that dictate how team members interact with each other and with clients or customers. These principles convert values and beliefs into concrete actions. They differ from an organization's value propositions, which are promises to customers, such as "We serve only the freshest organic produce" or "We ensure timely delivery." Operating principles focus on the everyday behaviors of employees.

According to Lynch (2008), “Business operating principles are the rules of the road that enable people to know what’s in bounds – and what’s out-of-bounds – in their companies and workplaces. Operating principles can serve as guides, helping people make sound decisions, building trust, and enabling greater innovation.”

Developing Operating Principles: A Two-Part Process

Creating effective operating principles involves a structured approach that ensures participation and buy-in from all team members. Here’s a detailed look at the two-part process by Jasiri Limited:

1. Reflective Dialogue

Reflective dialogue is the first step, designed to help participants reconnect with the organization's core values and identify moments when the organization was at its best. This step involves several key activities:

• Pair Interviews

Participants paired up and conducted interviews to discuss specific situations in which they felt the organization was operating at its peak. Each person takes turns sharing their experiences and listening to their partner. This encourages a wide array of viewpoints and experiences to come to light.

• Guided Questions

To facilitate meaningful dialogue, pairs can use guided questions such as:

1.Can you describe a time when you felt most proud of being part of this organization?

2.What actions or behaviors did you observe that contributed to the success of that situation?

3.What values were being demonstrated in that moment?"

• Debriefing Session

After the pair interviews, the group comes together to debrief. Participants share their stories and identify common themes and values that emerged from their discussions. This collective reflection helps highlight the underlying principles that drive positive organizational behaviors and outcomes.

• Identifying Core Values

Through this debriefing process, the group distills the stories and experiences into a set of core values that are universally recognized and appreciated within the organization. These values become the foundation for the next step of the process.

2. Collaborative Ideation

Collaborative ideation is the second step, focusing on translating the identified values into actionable and observable behaviors. This step involves several stages:

• Silent Reflection

Participants are asked to individually reflect and respond to a question such as, "What everyday behaviors between us as employees and between us and those we serve demonstrate our values?" This silent reflection allows each person to think deeply and independently about how values can be enacted in daily interactions.

• Idea Generation

Participants document their ideas on paper or sticky notes. These ideas should be specific, actionable behaviors that align with the organization's values. For example, if a core value is 'respect,' an idea might be "listen actively during meetings without interrupting."

• Small Group Discussions

Participants are then divided into small groups to share and discuss their ideas. Each group works together to categorize and refine the behaviors. This step encourages dialogue and consensus-building, ensuring that the resulting principles are comprehensive and inclusive.

• Clustering and Consensus

Using techniques like those described by Michael Wilkinson in "The Secrets of Facilitation," groups categorize the behaviors into clusters. They look for patterns and commonalities, grouping similar behaviors together. This process helps in organizing the ideas into coherent and meaningful operating principles.

Finalization

Each small group presents their clustered behaviors to the larger group. Through a facilitated discussion, the entire group collaborates to finalize the set of operating principles. This collective agreement ensures that everyone has a voice in the process and is committed to adhering to the principles.

Conclusion

Jasiri Limited finds operating principles vital for creating a trusting, resilient, and high-performing workplace culture. When genuinely embraced and embodied by all members of an organization, these principles act as guiding beacons, illuminating the path to success.

FAQs

1. What is Jasiri Limited?

Jasiri Limited specializes in comprehensive full-cycle product development and strategic consultancy services. The company excels in creating communication platforms, marketplace solutions, and other innovative digital products, ensuring top-notch quality through rigorous QA and testing processes. With a global presence, Jasiri Limited supports diverse initiatives worldwide, prioritizing robust security measures to protect valuable information. Driven by core values such as excellence, creativity, and customer-centricity, Jasiri Limited is dedicated to delivering tailored solutions that meet unique client needs. Their collaborative approach and commitment to empowering partners foster trust, sustainability, and long-term success.

2. Why are operating principles crucial for building trust in the workplace?

Operating principles are essential for building trust in the workplace because they provide clear guidelines on the manner in which employees should communicate with each other and with clients or customers. These principles translate the organization's core values into specific, observable behaviors, ensuring that everyone understands what is expected of them. When leaders and employees consistently adhere to these principles, it fosters an environment of predictability, reliability, and mutual respect. This consistency builds confidence among team members, as they know that everyone is committed to the same standards of conduct, thereby enhancing overall trust within the organization.

3. How can an organization ensure that operating principles are not just "window-dressing" but are genuinely implemented and upheld?

To ensure that operating principles are genuinely implemented and not just superficial statements, organizations must take several key actions:

Leadership Commitment: Leaders must model the operating principles in their own behavior, demonstrating a genuine commitment to these guidelines. When employees see leaders embodying the principles, they reinforce their importance and encourage wider adherence.

Regular Reinforcement: The principles should be regularly communicated and reinforced through meetings, training, and internal communications. This keeps them top-of-mind and integral to the daily workflow.

Accountability Mechanisms: Establish clear accountability mechanisms where employees can provide feedback if they observe behaviors that do not align with the operating principles. Encouraging open dialogue about adherence to principles helps maintain their relevance.

Integration into Performance Reviews: Include adherence to operating principles as a criterion in performance reviews and evaluations. Recognizing and rewarding those who consistently uphold the principles reinforces their importance and encourages others to follow suit.

Continuous Improvement: Periodically review and update the operating principles to ensure they remain relevant and effective. Solicit employee feedback on how the principles can be improved and make adjustments as necessary.

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