No matching fragments found in this document.
action. Only an exective can string lines and co-ordinate actions and
resolve the jams
that impede things. For an executive to decide for people decisions
applicable only to
the sphere of one job is folly.
WHAT AN EXECUTIVE'S LINES SHOULD LOOK LIKE
INFORMATION:
When a member of an organization does something of importance, he should
always inform the executive after the fact. It is perfectly all right to
take actions within
one's organizational purpose. It is not all right to keep it a secret.
1. Do it
2. Tell the right people and the executive by adequate communication at
the
speed necessary to the case.
Similarly, an executive ought to tell people his goals and plans and,
when he does
something of any importance to others, he ought to say so. The captain who
tells the
ship how the action is going saves a lot of nerves and useless motion.
APPOINTMENTS AND DISMISSALS:
Minor hirings and firings in a department by authorized persons should
always be
subject to confirmation at least after the fact. Major appointments and
dismissals of
key personnel must be okayed by a senior executive before the fact and
action taken
only on the senior executive's authority.
For example, it is a board action to appoint, transfer or dismiss an
association
secretary or an organization secretary. It is an executive director action
to appoint or
dismiss department heads and then only on the advices of an association
secretary or
organization secretary. It is an association secretary or organization
secretary action to
appoint, transfer or dismiss deputies or section chiefs. It is a department
head's action
to appoint or dismiss other staff but always, in every case, with
permission from the
next superior and information all the way up.
FINANCE MATTERS:
Consistent finance information as in advisory committee minutes and
authority
for changes and capital expenditures are an executive matter. My own
authority is
needed only on major changes of policy or expenditures and on extreme
financial
emergencies. Ordinary financial planning and routine actions are better
handled locally
by the association secretary, organization secretary or the director of
accounts. I do
need financial information. But where I have done planning and promotion
and it is
agreed upon, further handling of finance is handled under a blanket
authority from me
except for extreme financial emergencies or major capital outlays which are
local
matters.
These are the things I want on my lines. I change personnel as the
answer where
information is chronically withheld, where appointments and dismissals are
irregular,
or when an organization starts getting insolvent. Where people are
continuously
demanding that I make the decisions they should be making, I again
recognize other ills
and again change personnel.
If we all understand what's wanted, we can do it.
Well, let's look this over and do it and win.
L. RON HUBBARD
LRH:gl.rd
Copyright® 1959, 1963
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: No significant change was made when reissued.]