Page 316 - Ray Dalio - Principles

we want our relationships to be like, and employers and
employees have to be in sync on such things.

Naturally there will be disagreement and negotiation, but
some things cannot be compromised and you and your

employees must know what those things are. This is especially
true if you’re seeking to create an environment that has shared
values, a deep commitment to the mission, and high standards
of behavior.

At Bridgewater, we expect people to behave in a manner
that is consistent with how people in high-quality, long-term
relationships behave—that is, with a high level of mutual

consideration for each other’s interests and a clear
understanding of who is responsible for what. On the surface,
that sounds nice and straightforward, but what exactly does
that mean? It is important to be clear.

Take for example a case in which an employee’s family
member is diagnosed with a severe illness, or an employee
dies tragically, leaving his or her family in a precarious

situation. These things happen far more often than any of us
would like them to, and there are of course customs and laws
that define the basic accommodations and benefits (such as
personal vacation days, short- and long-term disability
insurance, and life insurance) that are required. But how do

you determine what kinds of assistance should be provided
beyond that? What are the principles for deciding how to
handle each specific situation fairly—which may not always
mean doing the same thing in every case?

None of this is easy, but the following principles provide
some guidance.

a. Make sure people give more consideration to others than they demand for
themselves. This is a requirement.

Being considerate means allowing other people to mostly
do what they want, so long as it is consistent with our
principles, policies, and the law. It also means being willing to
put others ahead of your own desires. If the people on both
sides of an argument approach their disagreements in this way,