If you are unwilling to make exceptions, you forfeit your right to be exceptional.
Systems and processes are important. Leaders should absolutely take the time to design and implement standard operating procedures that enable the organization to function with few interventions.
However, we must acknowledge that we simply cannot plan and prepare for all possible scenarios. No number of flowcharts or checklists will ever be able to address the wide range of snags, surprises, and ‘shit that wasn’t in the brochure’ moments that we’ll face as leaders. That being the case, we have to embrace our duty to thoughtfully and skillfully make exceptions.
As we often say, you cannot manage your way out of leadership.
We also need to be careful for what we call The False Precedent Trap. This might sound something like, “Well if I let Judy leave early every Thursday, I’ll have to let everybody do it.” No you don’t. It just means that you may have to explain this decision and your rationale for making it. Proactively is typically better.
Making exceptions doesn’t have to be difficult. It can be as simple as making a sound decision that’s rooted in your organization’s mission and culture. Given the situation at hand, what decision makes most sense? Seems easy enough, but it just doesn’t feel that way for most of us. And that’s because making exceptions requires some courage - the courage to own the decision. You see, if we simply follow the policy, it may result in a bad outcome, but it will be the policy’s fault. If we deviate from the policy in an attempt to make a good decision, and it doesn’t work out, well then it’s our fault.
That’s the job.
And the job isn’t just for senior leaders. Ideally, you want for your entire team to feel empowered to make smart decisions on behalf of your customers, your employees, and your mission. One of our mentors, Bob McDonald, often refers to this as the contrast between values-based vs. rules-based leadership. Ultimately, we need for people to act in a way that is consistent with our values, even if it may violate a rule. Of course, this requires everybody to be clear on your organizational values, which is doesn’t happen by accident.
Finally, if we want our people to make values-based decisions (sometimes exceptions), we have to foster an environment that supports that kind of behavior. The best place to start is by setting a positive example. How do you approach exceptions? Do you evaluate them based on the merit of the situation? Do you own your decisions and their results? More importantly, how do we treat teammates that make exceptions? Do we applaud their willingness to deviate when things go well, but torch them when things go poorly? Believe us when we say, they are paying attention and taking notes.
In a world where nothing seems to be what it once was, our ability to navigate exceptions, rooted in values-based decision making will prove much more valuable than our ability to follow the rules. You and your team will continue to be faced with novel situations that weren’t on your radar and certainly weren’t part of the plan. And the more you exercise your exception-making muscle on the small stuff, the better prepared you’ll be to deal with the big stuff.
Thumbnail photo by @randyfath via Unsplash