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The Rule of Counsel and Discipline

The Rule of Counsel: Stop, Look, and Listen


• Do everything with counsel and you will not be sorry
afterward

• The Rule of St. Benedict (Rule. 3)


Objective of this Rule

• This rule seeks to blend a single-management structure


and the cohesive dynamics of modern team
management.
Team Effort
 Not everyone has a say in all management decisions

 Well-defined process of leader selection, informational


feedback and organizational interaction.

 Sense of ownership by all members must be felt


regardless of class
Create a Sense of Democratic Selection
• Initial Selection of the Chief Executive Officer must be a
democratic process.
• Unanimity must also be evident.
• Age, Rank and Seniority is irrelevant
• Community involvement and participatory democracy
as a standard of organizational governance.
Create a Mechanism for Executive
Impeachment
• The Rule recognizes the the wrong person may be
placed in the seat of power.
• Term limit as a safeguard of democracy
• Impeachment is feasible with valid grounds
Get Counsel but Make Decisions
• The Rule recognizes the fact that the leader must
ultimately decide for the community and not the other
way around.
• However, counsel from the community is also
important to better address the problem.
• Counsel is an intimate and personal affair that a leader
cannot hide.
Do a Corporate “Walkabout”
• A leader must be privy to the working environment of
his organization.
• This seeks to maintain a sense of connection to the
individual workers of the organization.
• Corporate “Walkabout” gives subordinates direct access
to the boss.
Leadership the Benedictine Way
• Executive appointments should be viewed within the context of the organizational
democracy

• Sounder judgement is the standard of legitimacy for committee or board appointment of


senior executives

• Leadership is up-front, personal, and two-way; superior leaders do not hide.

• Executive decisions are always based on counsel

• Important decisions require counsel of all, minor decisions require counsel of few

• Final and ultimate responsibility for all decisions falls on the sounders of the senior
executive.
Guide Questions
• The Rule and its Moral/Spiritual Value
• Leadership Concept vs. Other Concepts Practiced
• Are these principles applied to SBU
The Rule of Discipline
Objective of this Rule

• This Rule seeks to recognize the importance of


subordinate discipline and punishment to overall group
stability and cohesiveness of the organization.
The Rule of Consistency - Never Make an
“Example”
• All members of a group must have the same rules of
discipline, regardless of position, power, or personality.
• Favoritism should be avoided.
• Discipline must be applied according to merit
• Prejudice dissolves cohesion
• Personal relationships must be ignored with regard to
disciplinary actions.
The Rule of Four sTriKeS
• A Give and Take Concept of co-existence.
• Members must produce output in order to deserve a
second chance whenever the need arises.
• This section elucidates a four-level sequence of
discipline.
• Delinquents are given three (3) chances to amend. A
fourth infraction merits removal.
The Rule of Sanction by Peers
• This section recognizes the massive influence of peer
pressure in an organization.
• Extreme measures of discipline involves the organization as
a whole
• Ex. Excommunication.
• This concept provides pressure to the errant member to
mend his ways
• Degree of pressure must be just and proportionate.
• Objective of this sanction is not punishment but serve as a
blunt lesson. Hence, isolation is not absolute.
The Rule of Discharge
• Group Stability is a relational contract. Numerous
violations of such would result to discharge.
• Serves as an example to all that equity and justice is
observed by the organization
Honesty is the Only Policy
• The organization must promote transparency.
• Organizational climate must encourage mistakes to be
immediately reported without the fear of repurssion,
except if by merit.
• Transparency is a foundation of stability.
• Problems arise from dishonesty.
Leadership the Benedictine Way
• Superior leaders see discipline as a lesson plan, not as
a punishment.
• There should never be favoritism in the application of
organizational discipline.
• Cohesive organizations give second chances
• Discipline should be based on the principle of
calculated peer pressure.
• Discharge is like an amputation, and must always be
carefully considered.
Guide Questions
• The Rule and its Moral/Spiritual Value
• Leadership Concept vs. Other Concepts Practiced
• Are these principles applied to SBU