Senior managers and executives — organizational leaders — have two primary responsibilities. They must clearly define objectives for the people they lead, and they must ensure that those people have the resources needed to achieve those objectives. To carry out these responsibilities appropriately, organizational leaders must respect the humanity of all stakeholders, including the people of the organization (often called employees), the people the organization serves (often called customers), and the people who supply goods and services to the organization (often called suppliers). They all have personal lives. They all deserve respect as people.
And that's where trouble sometimes appears. Leaders who adopt the just-make-it-happen stance can sometimes fail to respect the humanity of the people they're leading. Consequently, their subordinates work killing hours, often breaking rules to "make it happen." Customers then must accept inferior products, delivered late, while suppliers lose money trying to please their unpleaseable customer.
Why does this happen?
In many organizations we gauge the strength of leaders according to the gap between the goals the leaders expect employees to achieve, and what those people believe they can achieve. When people achieve something few believed was possible, we tend to credit the leader. One exemplar of strong leader, among many others, is Mohandas K. Ghandi, who provided the people of India a means of achieving a goal most thought impossible.
Here are three mechanisms that incline organizational leaders to adopt the just-make-it-happen stance.
- Pathological ambition
- In striving to be When people achieve something few
believed was possible, we tend to
credit the leader, not the peopleregarded as strong leaders, some managers and executives arrange for large gaps between the objectives they set, and what people generally believe is readily achievable. They set goals that are extremely aggressive relative to the time and resources available. They hope that when the objectives are ultimately met, everyone will recognize the "strength" of their "leadership."
- Pressure from above
- Even managers and executives report to somebody — higher-level executives, the Board of Directors, or shareholders. When they feel pressure to fulfill commitments they've made, or commitments forced upon them, they sometimes choose not to resist that pressure. Transmitting that pressure onto their organizations can seem much safer and easier.
- Some organizational leaders don't realize that they've set unrealistic or unrealizable objectives. Equally naïve peers might support them in their ignorance. When their subordinates tell them that the goals are unachievable or extremely risky, they regard the messengers as weak or lazy or worse. Attempts to educate such leaders are unlikely to succeed.
Surely there are more mechanisms than these three.
If you're being led by a just-make-it-happen kind of leader, I hope this exploration has opened some doors to understanding. If you are yourself a just-make-it-happen kind of leader, perhaps you can listen to the people you lead, and then examine your approach to leadership. Top Next Issue
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
Your comments are welcomeWould you like to see your comments posted here? rbrenXLyvOfbBOjzfFpRjner@ChacTQcfbpdClTKmSVMWoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Workplace Politics:
- Workplace Politics and Integrity
- Some see workplace politics and integrity as inherently opposed. One can participate in politics, or
one can have integrity — not both. This belief is a dangerous delusion.
- Getting Into the Conversation
- In well-facilitated meetings, facilitators work hard to ensure that all participants have opportunities
to contribute. The story is rather different for many meetings, where getting into the conversation
can be challenging for some.
- Deceptive Communications at Work
- Most workplace communication training emphasizes constructive uses of communication. But when we also
understand how communication can be abused, we're better able to defend ourselves from abusive communication.
One form of abusive communication is deception.
- Some Hazards of Skip-Level Interviews: II
- Skip-level interviews are dialogs between a subordinate and the subordinate's supervisor's supervisor.
They can be both heplful and hazardous. Here's Part II of a little catalog of the hazards.
- Impasses in Group Decision-Making: IV
- Some impasses that develop in group decision-making relate to the substance of the discussion. Some
are not substantive, but still present serious obstacles. What can we do about nonsubstantive impasses?
Forthcoming issues of Point Lookout
- Coming November 29: Manipulators Beware
- When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.
- And on December 6: Reframing Revision Resentment: I
- From time to time, we're required to revise something previously produced — some copy, remarks, an announcement, code, the Mona Lisa, whatever… When we do, some of us experience frustration, and view the assignment as an onerous chore. Here are some alternative perspectives that might ease the burden. Available here and by RSS on December 6.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenczrqCyVtCAXHVxllner@ChacqgLeyKWVwQqsThqMoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.