De 5 Elon Musk-regler
Musk har sendt en mail. Faktisk har han sendt den samme mail til alle sine ansatte i Tesla. Her forklarer han, hvorfor man skal forlade mødet, hvis man ikke har noget at sige. Lægge på, hvis man spilder hinandens tid. Og stoppe med at bruge fancy forkortelser for at bryste sig med lingo, som forværrer kommunikationen. Kan vi lære noget af Musk?
af Tea Bang
Han er så fed, ham Elon Musk. Han klæder sig som en rockstjerne fra 90’erne, drikker sjusser med Snoop Dogg og dater modeller. Men han er ikke kun sjov og ballade. Han er naturligvis også forretningsmand. En ganske idérig én af slagsen.
I en nyligt udsendt e-mail til alle Tesla-ansatte forklarer Musk på sin helt egen riot-facon, hvordan de ansatte skal kommunikere - dermed også, hvordan de ansatte skal orkestrere deres arbejdsdag. Han er ikke synderligt charmerende i sin udlægning af de skarpt optrukne regler, men måske det er en opsang, vi alle kan lære noget af.
For dem, der kan kalde Musk for deres chef: Tillykke! Men også held og lykke. For alle os andre indeholder e-mailen nogle relevante råd til et mere produktivt arbejdsliv. Selvom du ikke arbejder for en futuristisk opstemt mangemilliardær, kan du måske tage noget med dig fra Musk-reglerne.
I en nyligt udsendt e-mail til alle Tesla-ansatte forklarer Musk på sin helt egen riot-facon, hvordan de ansatte skal kommunikere - dermed også, hvordan de ansatte skal orkestrere deres arbejdsdag. Han er ikke synderligt charmerende i sin udlægning af de skarpt optrukne regler, men måske det er en opsang, vi alle kan lære noget af.
For dem, der kan kalde Musk for deres chef: Tillykke! Men også held og lykke. For alle os andre indeholder e-mailen nogle relevante råd til et mere produktivt arbejdsliv. Selvom du ikke arbejder for en futuristisk opstemt mangemilliardær, kan du måske tage noget med dig fra Musk-reglerne.
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Musk droppede ud fra universitetet efter to dage, men har efter sigende en personlig formue på omkring 20 milliarder dollars. Listen and learn.
Vi kalder dem de 5 Elon Musk-regler:
1) Stop de lange møder
Er der overhovedet nogen, der får noget ud af dem, udover dem, som organiserer dem? "Excessive meetings are the blight of big companies and almost always get worse over time," siger Musk.
2) Stop de ofte gentagne møder
"Get rid of frequent meetings, unless you are dealing with an extremely urgent matter. Meeting frequency should drop rapidly once the urgent matter is resolved," skriver Musk i sin mail. Det afføder spørgsmålet: Hvor ofte er ofte? Hvor tit skal man mødes om det lange bord, før man kan kalde det et gentagent møde?
Essensen må være, at du ikke skal holde møde bare for at holde møde. Heller ikke for at lave et langt mødereferat, som du kan vise til chefen.
3) Forlad mødet, hvis du ikke har noget at sige
Hvis du sidder med din telefon under bordet, skal du seriøst bare skride. Hvis du i et opkald har rundet alle de vigtige emner, og I nu taler om, hvad I har oddset til det næste store foldboldbrag, skal I lægge på. Nu. Musk tilføjer: “It is not rude to leave. It is rude to make someone stay and waste their time".
4) Drop fancy forkortelser
Forretningsfolk bruger forkortelser, fordi de tror, det får dem til at se cool ud. Den går ikke med Musk som chef. “Don't use acronyms or nonsense words for objects, software, or processes at Tesla". Han dikterer, at man skal droppe alt, der hindrer god kommunikation.
5) Lad din titel blive derhjemme
“Det skal lige forbi min overordnede...” Eller måske skal det ikke. Måske skal du bare kommunikere direkte til den person, det er relevant for. “Communication should travel via the shortest path necessary to get the job done, not through the 'chain of command.” De ansatte, der bliver ved med at hænge fast i hierarkiet, skal finde sig et andet arbejde.
Hvad mangler Musk?
Det er nemt at blive forført af de gode idéer, som Musk fremstiller. Men hvad mangler hans vision for intern kommunikation for at kunne overføres til dit og mit arbejdsliv? Den mangler at stille spørgsmålet: Hvordan opbygger du en virksomhedskultur, hvor medarbejderne rent faktisk arbejder sammen i stedet for mod hinanden?
Når det er sagt, kan de fleste nok genkende at sidde til møder, der kunne have været en e-mail. En opgivende følelse af at spilde sin tid. Og det er ikke kun Musk, der pointerer, at der foregår enormt mange ligegyldige møder og ditto kommunikation i folks arbejdsliv. De danske forfattere Dennis Nørmark og Anders Fogh Jensen gør op med det moderne arbejdslivs store paradigme: pseudoarbejde. Du kan høre forfatterne bag bogen forklare begrebet her.
Når det er sagt, kan de fleste nok genkende at sidde til møder, der kunne have været en e-mail. En opgivende følelse af at spilde sin tid. Og det er ikke kun Musk, der pointerer, at der foregår enormt mange ligegyldige møder og ditto kommunikation i folks arbejdsliv. De danske forfattere Dennis Nørmark og Anders Fogh Jensen gør op med det moderne arbejdslivs store paradigme: pseudoarbejde. Du kan høre forfatterne bag bogen forklare begrebet her.
Hele mailen kan læses her:
Subject: Communication Within Tesla
There are two schools of thought about how information should flow within companies. By far the most common way is chain of command, which means that you always flow communication through your manager. The problem with this approach is that, while it serves to enhance the power of the manager, it fails to serve the company.
Instead of a problem getting solved quickly, where a person in one dept talks to a person in another dept and makes the right thing happen, people are forced to talk to their manager who talks to their manager who talks to the manager in the other dept who talks to someone on his team. Then the info has to flow back the other way again. This is incredibly dumb. Any manager who allows this to happen, let alone encourages it, will soon find themselves working at another company. No kidding.
Anyone at Tesla can and should email/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager's manager without his permission, you can talk directly to a VP in another dept, you can talk to me, you can talk to anyone without anyone else's permission. Moreover, you should consider yourself obligated to do so until the right thing happens. The point here is not random chitchat, but rather ensuring that we execute ultra-fast and well. We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility.
One final point is that managers should work hard to ensure that they are not creating silos within the company that create an us vs. them mentality or impede communication in any way. This is unfortunately a natural tendency and needs to be actively fought. How can it possibly help Tesla for depts to erect barriers between themselves or see their success as relative within the company instead of collective? We are all in the same boat. Always view yourself as working for the good of the company and never your dept.
Thanks,
Elon
Subject: Communication Within Tesla
There are two schools of thought about how information should flow within companies. By far the most common way is chain of command, which means that you always flow communication through your manager. The problem with this approach is that, while it serves to enhance the power of the manager, it fails to serve the company.
Instead of a problem getting solved quickly, where a person in one dept talks to a person in another dept and makes the right thing happen, people are forced to talk to their manager who talks to their manager who talks to the manager in the other dept who talks to someone on his team. Then the info has to flow back the other way again. This is incredibly dumb. Any manager who allows this to happen, let alone encourages it, will soon find themselves working at another company. No kidding.
Anyone at Tesla can and should email/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager's manager without his permission, you can talk directly to a VP in another dept, you can talk to me, you can talk to anyone without anyone else's permission. Moreover, you should consider yourself obligated to do so until the right thing happens. The point here is not random chitchat, but rather ensuring that we execute ultra-fast and well. We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility.
One final point is that managers should work hard to ensure that they are not creating silos within the company that create an us vs. them mentality or impede communication in any way. This is unfortunately a natural tendency and needs to be actively fought. How can it possibly help Tesla for depts to erect barriers between themselves or see their success as relative within the company instead of collective? We are all in the same boat. Always view yourself as working for the good of the company and never your dept.
Thanks,
Elon
Kilde: Inc.com
