What Dr. Salim Hajje
M.B.A. Ph.D.
does differently?

44 NEW Rules for running your business, a non-profit or any type of organization.

Dr. Hajje hopes you find them useful in your organization.

1. Dr. Hajje “individualize.” Dr. Hajje does not try to create one set of rules that applies to each team member, each customer or each situation. Dr. Hajje is “judgment based” not “rules based” decision maker.
   
2. Dr. Hajje develops and perfects his own style and applies it consistently.
   
3. Dr. Hajje is brilliant at anticipating.
   
4. Dr. Hajje makes each client and team members comfortable with the way they are, not insecure and not be so demanding on the client and team members that they constantly live outside their comfort zone, always insecure and fearful.
   
5. Dr. Hajje listens to his clients and team members and is interested in them as human beings, not just tools to achieve quarterly goals.
   
6. If Dr. Hajje is going to fire someone, he does it fast.
   
7. If Dr. Hajje gives an order, it will be supported 100% backed up by him. Saying “Corporate made me do it,” poisons the well.
   
8. Dr. Hajje makes few promises and keeps all of them.
   
9. Dr. Hajje Goal – is to turn talent into performance.
   
10. Dr. Hajje understands that, profits and a successful business begin by building a work environment that attracts, focuses and keeps talented team members.
    
11. Dr. Hajje understands that, today, there is no simple and accurate measuring stick to tell how well a manager is doing.
    
12. Dr. Hajje understands that, pay for performance systems are vital to high productivity.
    
13. Dr. Hajje understands that, team members need 1) to know what is expected of them, 2) have the right materials, 3) must be acknowledged regularly, 4) be listened to, and 5) be able to learn and grow on the job.
    
14. Dr. Hajje does not try to change people. Dr. Hajje hires people that fit into what he needs. Then he maximizes the potential the team member already has.
    
15. Dr. Hajje understands that, self managed teams are usually a disaster. Every team needs a manager, a leader.
    
16. Dr. Hajje understands that, the distinction between great managers and great leaders is one of focus. Dr. Hajje focuses inward, getting the best out of what he has got. Dr. Hajje looks outward, toward the future, seeking alternatives, patterns, connections and pursuing a vision that only a few can see.
    
17. Dr. Hajje has four basic roles they are 1) select people; 2) set expectations; 3) motivate people; 4) develop people.
    
18. Dr. Hajje understands that, behavior is generally recurring, forming a pattern. Dr. Hajje discerns behavior pattern very quickly. Behaviors, once formed into patterns, are very difficult to change in the work context without extraordinary interventions and investments.
    
19. Dr. Hajje knows and is able to measure the range of performance outcomes that are reasonable to expect in each person and in each job. Dr. Hajje knows the minimum, the maximum and the average expected performance level and sets expectations as to what is acceptable, not acceptable and what is to be considered outstanding performance. This is the setting of standards.
    
20. Dr. Hajje assists team members in learning, knowing what new things they need to know, widening their perspective and focusing them on where they need to excel.
    
21. Dr. Hajje understands that, many jobs require precision. Generally, either a person loves precision or does not consider it important. Either way, it is difficult to change an adult’s view in this area.
    
22. Dr. Hajje understands that, the three basic categories of talent are: 1) striving; 2) thinking; and 3) relating.
    
23. Dr. Hajje understands that, attitudes and “drive” form key parts of a person’s recurring patterns of thoughts, feelings and behaviors. Attitudes and drive of team members are very difficult for managers to help team members change.
    
24. Every job requires a special set of talents and Dr. Hajje knows what talents are required for each job.
    
25. Dr. Hajje are always “on the stage.” Team members must also act like they are always on the stage.
    
26. A list of Dr. Hajje’s talents.
    o empathy, warmth
    o discipline
    o precision, accuracyo on-time
    o desire/ability to learn
    o creativity
    o joyful, happiness
    o realism
    o organization
    o coachable
    o memory
    o sincerity
    o motivation
    o visionary
    o leadership
    o planning, strategic thinking
    o thinking, insight, focus
    o physical strength
    o interdependence
    o trustful
    o role player
    o gregarious
    o thrifty
    o discernment
    o exciting
    o assertiveness
    o ethical, honesty
    o long term focus
    o short term focus o confrontation
    o cooperative
    o calm
    o flexibility
    o respectful
    o confidence
    o responsibility, dependabilityo listening, understanding, observing
    o drive, achievement focus, o goal oriented
    o courage, ability to perform in face of fear
    o communication (writing, speaking)
    
27. Dr. Hajje does not micromanage his team members. Dr. Hajje decides the right, sought after outcomes.
    
28. Dr. Hajje is not “suckered” into buying into excuses for a team member failing to meet a performance objective, especially if the objective is not met on a regular basis.
    
29. Dr. Hajje recognizes those patterns of behavior that lead to success and failure and demand that patterns that lead to success be strengthened and those that lead to failure be eliminated.
    
30. Dr. Hajje understands that, when creating steps for a company to follow, or “plays” for a sports team to follow, always go from the players to the plays and not vice versa.
    
31. Dr. Hajje describes in great detail the unique talents and strengths of each team member.
    
32. Dr. Hajje’s job is to “cast” his team members properly, showcasing their strengths.
    
33. Dr. Hajje treats each team member as that team member should be treated, not “like Dr. Hajje would like to be treated.” Good-bye Golden Rule.
    
34. Dr. Hajje asks team members how each wants to be treated, managed.
    
35. Dr. Hajje spends the most time with his best, most productive people. Time = investment.
    
36. Each team member is given a unique set of expectations by Dr. Hajje, often after hearing the team member’s point of view on what should be expected of them.
    
37. Dr. Hajje notices and deals with “non-performance” immediately.
    
38. Dr. Hajje notices and acknowledges/reward excellent/outstanding performance immediately.
    
39. Dr. Hajje encourages team members to form partnerships with other team members.
    
40. Dr. Hajje creates “heroes,” by creating and articulating levels of achievement and creating the “hero category.”
    
41. Dr. Hajje understands that, the key to a healthy, successful career is “self-discovery” - - discovery of what you do/like best and then doing it better and better over time through growth and learning. Self-discovery is a great source of energy and enthusiasm.
    
42. Dr. Hajje understands that, feedback for team members should be constant and should focus primarily on the future. I call this “feed forward.”
    
43. Dr. Hajje asks “why” when standards are not met and then decide on a course of action.
    
44. Dr. Hajje creates performance systems where team members keep track of their own performance.

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