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Further, the executive will also supply routing directions for his general
traffic
that brings about a smooth flow in his unit or department or org or
continent.
SUMMARY
You never send further an offline or offpolicy despatch. You always
route it back
to the source, the staff member who sent it.
On an offline despatch you see to it that the source routes it properly
whether it
comes from above or below and that the originator of an offline despatch
from below
studies the org board. On this last you must also be sure the org board
reflects the
actuality of the real organization and is functioning. When you skip doing
that you
can't of course get offline routing cured as there isn't a visible line.
Nobody has put the
org board there to be known. Hence, lots of offline despatches.
On offpolicy despatches, you yourself must be familiar with policy in
order to tell
if something is covered by policy. In order to get somebody to follow
policy you must
of course be sure that the policy is available and that you have done
everything you
could to help get policy easily found and known. Time spent on the study of
policy is
very well spent. And when I ask for clarification of or existing policies
in your area you
should give that top priority as you won't be able to do your job unless
you help on
policy when needed. And the way to help on policy is to write up all the
policies for
your hat or area and send them to me if I ask for them so I can review and
publish
them. A group cannot function at all without agreed upon policy and of
course it can
never grow. Its In Baskets get too full. There's no way to get a post
filled and working.
There's no real comm, only Dev-T. The resulting confusion stops any
expansion. So the
org stays tiny and works madly and stays poor. No policy. All Dev-T. Each
person
present wears all the hats and also wears them all differently. That's not
an org. It's a
bunch of auditors pooling their confusions.
We are suckers for origination acceptance. Being trained auditors we are
conditioned to letting people originate. But that's in session. You're not
auditing when
you're an executive. An improper despatch is actually not an origin at all.
It's a
confession that one isn't on staff or should be trained to come on staff.
Such a "staff
member" is still a field auditor knocking around in the org if he doesn't
know policy.
Critical, blundering, creating Dev-T, fouling up lines. Pretty grim. An
executive's job is
first to put an org there by providing comm lines amongst the group and
from the org
to public and public to org. That's the first, the very first
responsibility of an executive
whether Assn Sec or PE Director or D of T or any executive.
ROUTING
When routing arrangements are made inside the org-from staff member to
staff
member-we call it ORGANIZING.
When routing arrangements are made or communication invited from org to
public and public to org we call it PROMOTION.
The executive duties of an executive are primarily concerned then, with
ORGANIZING and PROMOTION and seeing that the arranged actions are executed.
Having put the lines there, the executive must see that they truly exist
and go on
existing. We call this "getting people's hats on" and "keeping people's
hats on" inside
the org, and public to org and org' to public we call "making sure
promotion is
executed."
The bulk of any executive's job is seeing that things are executed.
Seeing that lines
are followed, policy followed, promotion carried out. Even the D of T,
making sure
students are taught only straight technology, is executing policy. The D of
P, seeing
that pcs get gains, is really only following policy and making sure it is
followed.
For a very senior executive to actually forward further on a query he
has received
from a staff member the answer to which is already covered by policy is a
very serious
thing. Why? Because the action says this senior executive doesn't know
policy, or at
the very least isn't putting on the hats of his staff members and juniors
and so hasn't
got a functioning org.