Rule #3: Sometimes it’s easier to ask for forgiveness rather than permission
The sun dips below the horizon, casting a warm glow over the Caspian Sea as I sit at a beautiful terrace of a luxury hotel in Baku. Across from me is an old friend, a seasoned general manager with decades of experience in the hospitality industry. Earlier today, I endured a grueling earnings call with the board, leaving me frustrated and contemplative. Sensing my mood, my friend shares a story from his past, where he went through a similar experience, due to a decision that he made without requesting a formal approval from his superiors.
“Why did you do it?” I ask him, while stirring a spoon in nearly empty cup of espresso.
“Because sometimes, it’s easier to ask for forgiveness, rather then permission”.
I leave the spoon and the cup alone for a moment and looking for a reply to continue the conversation. I find none, and we enjoy the sunset for a couple more minutes in complete silence…
The Courage to Act: Ray Kroc's Transformation of McDonald's
This philosophy—acting boldly and seeking forgiveness later—has been a catalyst for transformative success in various industries. A quintessential example is Ray Kroc's journey with McDonald's.
In 1954, Ray Kroc, a milkshake machine salesman, encountered a small yet efficient restaurant run by Richard and Maurice McDonald in San Bernardino, California. Impressed by their operation, Kroc envisioned a nationwide franchise, believing that their model could revolutionize the fast-food industry. The McDonald brothers, however, were content with their single-location success and hesitant to expand.
Undeterred, Kroc took bold steps to realize his vision. He secured franchising rights and began opening new locations, often making unilateral decisions to ensure uniformity and efficiency across all outlets. For instance, Kroc insisted on standardizing operations, from portion sizes to cooking methods, to maintain consistency—a move that was crucial for scaling the business but required overriding the brothers' original, more flexible approach.
Kroc's most daring move came in 1961 when he decided to buy out the McDonald brothers entirely. Frustrated by their reluctance to expand, he offered $2.7 million—a substantial sum at the time—to gain complete control. This decision allowed Kroc to implement his ambitious plans without obstruction, leading to the global presence McDonald's enjoys today.
Kroc's willingness to act decisively, even without explicit permission, exemplifies the power of taking calculated risks. His actions transformed a single restaurant into an international fast-food empire, demonstrating that sometimes, it's necessary to prioritize vision over protocol.
The Manager’s Dilemma: Balancing Risk and Authority
As managers, we often face situations where the path to progress is obstructed by bureaucracy or conservative thinking. While seeking approval is important, excessive hesitation can stifle innovation and growth. Kroc's story teaches us that there are moments when taking decisive action—accepting the potential need for forgiveness later—is essential for achieving extraordinary outcomes.
However, this approach requires careful consideration. It's not about acting recklessly but about making informed decisions when the potential benefits outweigh the risks. Leaders must assess situations thoroughly, anticipate possible repercussions, and be prepared to take responsibility for their actions.
In essence, embracing the philosophy of asking for forgiveness rather than permission empowers leaders to drive change and foster innovation. It encourages a proactive mindset, where the fear of making mistakes doesn't hinder progress.
As I reflect on my friend's story and Ray Kroc's bold decisions, I realize that effective leadership often involves stepping beyond conventional boundaries. It's about having the courage to act in the face of uncertainty and the resilience to navigate the consequences. In the dynamic world of management, sometimes the most significant advancements come from those willing to take bold steps without waiting for approval.
So sometimes it is indeed easier to ask for forgiveness rather than permission.