Page 300 - Ray Dalio - Principles
P. 300

To  give  you  an  idea  of  what  radical  truth  and  transparency
                       look like, I’ll share a difficult situation we faced a few years
                       ago when our Management Committee began thinking about

                       reorganizing  our  back  office.  Our  back  office  provides  the
                       services  we  need  to  support  our  trading  in  the  markets,
                       including       trade     confirmations,         settlements,       record
                       maintenance, and accounting. We had built this team up over
                       many  years  and  it  was  full  of  hardworking,  close-knit
                       employees who were part of our extended family. But at the
                       time  we  were  seeing  a  need  for  new  capacities  that  would

                       stretch  us  beyond  what  we  could  do  in-house.  This  led  our
                       COO,  Eileen  Murray,  to  devise  an  innovative  strategy  for
                       spinning  off  this  team  and  having  them  incorporated  into  a
                       tailor-made  group  within  the  Bank  of  New  York/Mellon.  It
                       was just an exploratory conversation at first; we had no idea
                       whether we would pursue it, how we would pursue it, or what

                       that would ultimately mean for the members of our back office
                       team.

                          Put yourself in the shoes  of  the Management Committee.
                       When  would  you  tell  the  back  office  team  that  you  were
                       thinking  of  spinning  off  their  group  into  another  company?
                       Would  you  wait  until  the  picture  was  clear?  In  most
                       organizations this kind of strategic decision would typically be

                       kept  under  wraps  until  it  was  a  done  deal,  because  bosses
                       generally  think  it’s  bad  to  create  uncertainty  among
                       employees. We believe the opposite: that the only responsible
                       way to operate is truthfully and transparently, so that people
                       know what’s really going on and can help us sort through any
                       issues that arise. In this case, Eileen led a town-hall meeting
                       with  the  back  office  team  right  away.  In  the  way  typical  of

                       leaders at Bridgewater, she explained that there was a lot she
                       didn’t  know  and  there  were  a  lot  of  questions  that  she
                       wouldn’t be able to answer. This was the harsh reality at that
                       moment, and while it did create uncertainty, had she followed
                       the more traditional approach of being less open, the inevitable

                       rumors and speculation would’ve made things much worse.
                          Though the group ultimately did get spun off, we continue

                       to have wonderful relationships with the people in it. Not only
                       did  they  cooperate  fully  throughout  the  transition,  they  still
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