Stuart Jenkins provides a user guide outlining his personal management style and expectations for his team. He prefers an informal management approach based on open communication, delegating responsibilities while maintaining final decision-making authority, and soliciting feedback to improve his skills. Jenkins expects direct communication from team members about problems or disagreements and wants the team to support final decisions.

1. DATE: December 2014
FROM: Stuart Jenkins
USER GUIDE
For your benefit, the following is a quick reference guide of my personal
management technique. If you have any questions or would like to discuss this
document further, feel free to contact me at any time.
MY GOAL: “I’m consistent: I treat everybody differently.” I hope to achieve this!
ENVIRONMENT:
• Work should always be done with alacrity and with a keen awareness to the
fact that individuals and families are at the heart of why we come to work.
We won’t be successful unless each of us is disciplined and works to their
full potential.
MY STYLE:
• “Management by wandering around.” I will be out and about asking
questions and following up on requests. Expect to see me in your office.
• I am most effective as an auditory learner. I am able to retain information
for longer periods of time, and at much greater detail, this way. I will read
reports, but I prefer to first get key data verbally and then read the report
as a follow-up.
• Reports should always begin with a short summary in bullet-point format,
so I can quickly assess the main topics and issues.
• Humor is an important part of my style, and I will be prepared to laugh. Be
aware that I have a dry sense of humor, so sometimes people can’t tell if I
am joking or serious. If you can’t tell, please ask!

2. GO DIRECT:
• I choose to speak directly to other members of my team to get information
or discuss matters. This is my natural, personal and business approach to
issues. I also expect the team to “go direct” to one another and to me. If
you have a problem, go solve it by talking to the person directly.
• Bring Up Problems: When I know of a problem, conflict or issue I am nearly
compulsive in addressing it. When you bring me a problem expect it to be
confronted. Don’t bring me issues and expect me sit around. Make sure the
issue you are bringing to my attention is something you want to be solved.
If you are looking for a sympathetic ear to commiserate with, you will be
disappointed.
SPEAK UP:
• Don’t carry something around for days and days. If it is important to you, it
will be important to me. Don’t wait to be asked; share it!
DECISIONS:
• I believe that decision-making in a timely manner is a key leadership tenet.
• I delegate liberally. If a person is tasked with a job, that person is
responsible for completing the job. I will not micro-manage, but I do check
results. At the same time, I do not delegate final decision-making. I want to
be involved in the final decision-making process.
• When you disagree with a decision, I expect to know that you disagree and
your reasons why. However, once the team has made a decision, I also
expect you to support that final decision wholeheartedly.
PROBLEM SOLVING:
• Presenting problems or challenges: When a challenge is presented, bring
along several solutions, one of which does not include spending more
money.
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3. • Solving problems or challenges: My approach to solving challenges is
question centered. This means that I will keep asking questions intended to
identify and define the problem, as well as find the best solutions.
CONFIDENTIALITY:
• Confidentiality means that if you tell me not to tell anyone, then I will not
tell anyone, not even my spouse. I expect the same from you.
• I do not expect to hear my comments to this team quoted by others
outside of the team. Please do not quote me or share my opinion on a
topic with others; that is my responsibility.
ANONYMOUS COMMUNICATION:
• I will not read or respond in any manner to unsigned or anonymous letters,
comments, and suggestions.
• I view anonymous communication as dishonest and lacking moral courage.
If you would like to communicate, come find me. I am always more than
happy to discuss anything.
MEETINGS:
• I prefer meetings scheduled for the amount of time that is needed to fully
complete the work, not by blocking out set amounts of time.
• Meetings will start on schedule and will end when the subject has been
covered.
IMPROVEMENT:
• An outstanding coach was right when he said in order to improve a skill,
“observe others, do it, and get criticism/coaching.”
• I am always seeking new ways to improve my management and team skills,
so I’m counting on you to give me coaching, criticism, and feedback.
• If you have any criticism of my approach, conduct, job performance etc., I
expect to hear about it from you personally and directly. I do want to hear
it!
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4. WINNING:
• To me, “winning” only occurs when everyone involved benefits: employees,
investors, customers, and suppliers. This is achievable, but only if we strive
for it together as a team.
THINGS TO WATCH OUT FOR:
• I believe I can multi-task, which of course is impossible. While I know this I
still try to do it. Please help me stop multi-tasking. Simply call me out on it.
• I often give verbal instructions, and therefore, they can sometimes be
vague or confusing. At times you may need to push me to give you more
depth or background, especially if things are not clear. Don’t be afraid to
ask.
• I move through items quickly, and this can seem, or even be, abrupt. It is
something I need to improve on, so don’t let me get away with it!
• I have been told I am a non-linear thinker, which I believe means that I
strive to see connections between often-unrelated issues. While I
appreciate discipline and process, I also know that great insights sometimes
come from unexpected places. If I say something that doesn’t make sense
to you, don’t be afraid to ask me to explain my thinking. Often, ideas get
better when challenged or clarified.
• Be prepared for ranch, running and animal analogies.
A Favorite Quote: “Who cares if the horses are blind, just load the wagon.”
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