I embarked on a personal development plan and introduced coaching and development for ourselves, by ourselves. Especially in setting and achieving breakthrough and stretched goals. I learned if we were to change so quickly (in relative terms), there was a need to leave room for mistakes. Otherwise, those needed to take risk and make the changes would keep their heads below the parapet! A quite natural reaction.
I adopted the mantra ‘Never ask for permission, only forgiveness.’ Namely, if you think it's a good idea. Just do it. Don't ask. I gave my people ‘wings to fly’. To change significantly and that fast, it is essential to leave room for mistakes. Otherwise everyone learns ‘I hear what you say but I see what you mean’, the result - they keep their heads down.
This was in line with pushing decision making as low down as possible. In 1996 the structure consisted of myself and three directors, six managers and perhaps 40 team-leaders with the balance of the 460 colleagues reporting into them. A very flat structure.
I have lived with ‘good enough is not good enough anymore” on all Rearsby documents for 12 years. Time for change in 1994. I felt we had earned the following label.
‘UP WITH THE BEST, SUPPLYING THE BEST’