This page consists of The Janx Training Company Principles by which we conduct business. It is continuously evolving and growing as we are.
We thought it good to publish them here so that you may get a glimpse in understanding the standard by which we operate.
This list has been unashamedly modified from Ray Dalio’s list. In his book, "Principles", he urges us all to debate and think through the principles and adapt them for our own lives and businesses. This is our evolving attempt at that admonition.JANX TRAINING CONSISTS OF TWO MAJOR PARTS:
A Great Culture and Great People.
We believe that,
1. A Great Organization consists of great people who have great character and great capabilities.
2. Great cultures bring problems to the surface and solve them well while imagining and building new things that haven't been done before.
3. Ultimately, fulfillment in life comes down to meaningful work and meaningful relationships so foster these well.
4. To be great, tough love is necessary and compromising the uncompromisable is not an option.
5. Effective decision -making should be based off of believability-weighted idea meritocracy
6. Love your work and do it with people you want to be with.
GETTING THE CULTURE RIGHT:
1. Trust in Radical Truth and Radical Transparency
a. There is nothing to fear from knowing the truth.
b. Have integrity and demand it from others. If you wouldn't say something to a person directly to their face, don't say it without them in the room. Make truth and the well-being of the organization the highest aim.
c. Foster an environment in which everyone has a right to understand and no one has the right to hold on to a critical opinion without speaking up. Be extremely open and honest.
d. Be radically transparent. Share the things that are hard to share and make exceptions to being radically transparent rare. Make sure those who are given radical transparency recognize their responsibility to handle it well and weigh things intelligently. Don't share sensitive information with the organization's enemies.
e. Focus on meaningful relationships and meaningful work and support these by radical truth and
2. Cultivate Meaningful Work and Meaningful Relationships
a. Be loyal to the greater mission and not to people who are not operating consistently with it.
b. Have clear boundaries. Make sure that people give more consideration to others than they demand for themselves. Be clear on the difference between fairness and generosity.
c. Treasure people who treat you well even when you're not present
d. Remember that most people will pretend to operate in your interest while operating in their own.
3. It is Okay to Make Mistakes but Unacceptable Not to Learn from
a. Mistakes are a natural part of the evolution process so learn to fail well. Don't feel bad about your mistakes or those of others.
b. Worry about achieving your goals, not looking good.
c. Get over "blame" and "credit" and get on with "accurate" and "inaccurate".
d. Observe the patterns of mistakes to see if they are products of weaknesses.
e. Reflect when you experience pain. Be self-reflective but know that nobody can see themselves objectively. Learn from your mistakes.
f. Understand the difference between acceptable mistakes and unacceptable ones.
4. Get and Stay in Sync
a. Recognize that conflicts are essential for great relationships so devote time to getting in sync because it's the best investment you can make.
b. Learn how to disagree well. Every story has another side.
c. Be open-minded and assertive at the same time. Stay away from close-minded people. Stay open minded to the questions and comments of others and worry more about substance than style.
d. If you can't reconcile major differences, especially in values, consider whether the relationship is worth preserving.
5. Believability Weight Your Decision Making
a. If you can't effectively do something, don't think you can tell others how it should be done. Everyone has opinions and they are not always good.
b. Find the most believable people possible who disagree with
you and try to understand their reasoning. These opinions will most likely come from people who have successfully accomplished the thing in question at least three times and who have great explanations that have led them to their conclusions.
c. Think about your role. Are you teaching, asking questions or debating? Recognize that everyone has a right and responsibility to make sense of important things. Stay humble and radically open-minded.
d. Understand how people came by their opinions and when it is time to stop debating to move to agreeing about what should be done. Think through who you address your questions to.
e. Everyone has the right and responsibility to try to make sense of important things. Communications aimed at getting the right answer should involve the relevant people. Avoid making judgements about everything.
6. Recognize How to Get Beyond Disagreements
a. The same standards of behavior apply to everyone.
b. Understand the difference between the right to complain, give advice and debate with the right to make decisions.
c. Don’t leave important conflicts unresolved and don't get stuck in disagreement.
d. Once a decision is made, everyone should get behind it even though individuals may still disagree. See things from a nigher level and keep the big picture in mind.
GETTING THE PEOPLE RIGHT...
7. Remember That the WHO Is More Important than the WHAT
a. Recognize that the most important decision for you to make is who you choose as your Responsible Parties.
b. Know that the ultimate Responsible Party will be the person who bears the consequences of what is done.
c. Everyone has someone they report to.
8. Hire Right, Because the Penalties for Hiring Wrong Are Huge
a. Find the right fit between the role and the person.
b. People are made very differently and therefore will have different ways of seeing and thinking about things.
c. Understand how to use and interpret personality assessments.
d. Look for people who are willing to look at themselves objectively.
e. Hire people you want to do life with.
f. Pay for the person, not the job.
g. Remember that in great partnerships, consideration and generosity are more important than money.
h. Check references. Great experience and great track records are important.
i. Look for people who ask great questions. Great performance in school doesn't mean that people have the values and abilities that you are looking for.
9. Constantly Train, Test, Evaluate, and Sort People
a. Understand that you and others will go through a process of evolution.
b. Teach people to fish, rather than give them fish even if that means letting them make mistakes.
c. Provide constant feedback.
d. Focus on evaluating accurately, not kindly because in the end accuracy and kindness are the same thing.
d. Realize that tough love is the hardest and the most important type of love because it is so rarely welcomed.
e. Lean what somebody is like in an open and objective way. Encourage people to evaluate themselves objectively and to look at the whole picture. Recognize that change is difficult and help people through the pain that comes with exploring their weaknesses.
f. Knowing how people operate, and being able to judge if what they are doing will lead to good results is more important than knowing what they did. Consider whether a job done poorly is due to inadequate learning or inadequate ability.
g. Train, guardrail or remove people; don't rehabilitate them. Don't lower the bar and be cautious about allowing people to step back to another role after failing.
TO BUILD AND EVOLVE YOUR
MACHINE . . .
10. Manage as Someone Operating a Machine to Achieve a Goal
a. Look down on your machine and yourself within it from a higher level. Constantly compare your outcomes to your goals. Beware of where your attention is going. Build great metrics and don't get distracted by shiny objects.
b. Every case you deal with, you should move closer to your goals and train and test your machine (your people, your design).
c. Explain the principle behind your rules.
d. Understand the difference between managing, micromanaging and no managing. Delegate the details.
e. You people are your most important resource. Know what makes them tick.
f. Assign clear responsibilities.
g. Think like an owner and expect others to do the same. Take ownership of responsibilities even whilst on vacation.
h. Treat people appropriately. Care the about the people who work for you.
i. Great leadership is generally not what it's made out to be. Be weak and strong at the same time. Don't worry about whether your people like you or not and don't look to them to tell you what you should do.
j. Hold yourself and your people accountable and appreciate them for holding you accountable. Make sure that you do what you say you're going to do but watch out for unfocused and unproductive "theoretical should".
k. Communicate the plan clearly.
11. Perceive and Don’t Tolerate Problems
a. Design and oversee a machine to perceive how things are going, or do it yourself. Assign people the job of perceiving problems. Have as many eyes looking for problems as possible. To perceive problems, compare how the outcomes are lining up with your goals.
b. Be ultra-specific about problems and don't start with generalizations.
c. Don't be afraid to fix the difficult things.
12. Diagnose Problems to Get at Their Root Causes
a. To diagnose well, ask the following questions: 1. Is the outcome good or bad? 2. Who is responsible for the outcome? 3. If the outcome is bad, is the Responsible Party incapable and/or is the design bad? Ask yourself who should do what differently. Identify the principles that were violated. Remember that a root cause is not an action but a reason.
b. Diagnoses should produce outcomes. Realize that if you have the same people doing the same things, you should expect the same results.
c. Understand that diagnosis is foundational to both progress and quality relationships.
13.Design Improvements to Your Machine to Get Around Your Problems
a. Build your machine.
b. Systemize your principles and how they will be implemented. Create good decision-making machines.
c. A good plan should resemble a movie script. Consider second and third order consequences not just first order ones. Remember that people are imperfect.
d. Design is an iterative process. Between bad and good is a "working through it" period.
e. Build the organization around goals, not tasks. Everyone must be overseen by a believable person who has high standards. Keep scale in mind and pay attention to how your job will be done when you are no longer around.
f. Create guardrails when needed and don't expect people to recognize and compensate for their own blind spots.
g. Think about both the big picture and the granular details and understand the connections between them. Keep strategic vision.
h. Have good controls so that you are not exposed to the dishonesty of others.
i. Have clear reporting lines and assign responsibilities based on workflow design and people's abilities, not job titles. Remember that almost everything will take more time and cost more money than you expect.
14. Do What You Set Out to Do
a. Work for goals that you are excited about and think about how your tasks connect to those goals.
b. Be consistent in motivating others.
c. Come up with a game plan before acting.
d. Be creative in your solutions.
e. Use checklists
f. Realize everyone has too much to do.
g. Allow time for rest and renovation.
15. Use Tools and Protocols to Shape How Work Is Done
a. Have a system of principles and tools in place. Know that to produce real behavioral change, there must be internalized and habitualized learning.
b. Foster an environment of fairness and confidence.
16. Don’t Overlook Governance!
a. Every successful organization must have checks and balances but no governance system of principles, rules and checks and balances can substitute for a great partnership.