Whether we call it bootlicking, apple-polishing, kissing up, managing up, or dozens of other less delicate terms, currying favor can be painful for everyone. Currying favor is that behavior of a subordinate intended to make the boss feel good, especially about the subordinate.
When someone curries favor, peers can feel stress. To counteract the tactic, peers tend to defend themselves, or to attack the currier. When they do, they can appear to be petty or vengeful. Whether or not they respond, peers can lose status and suffer career damage.
Here are some common favor-currying tactics.
- Compliments about personal attire are especially popular because they're ambiguous — they provide tests of the effectiveness of the strategy. If the tactics work, the currier moves on to compliment more personal attributes.
- Forms of mimicry include adopting the mannerisms, speech, or dress of the boss. But mimicry can go much deeper, including acquiring identical interests in specific foods, particular professional sports or teams, political alignment, religious affiliation, or charities.
- Subtle psychological manipulation
- Compliments about
personal attire are
- To make the boss feel smart or useful or important, the currier can seek advice, guidance, or support from the boss when it really isn't necessary. Although these tactics can be difficult to identify, they're transparent to some, especially to those who've used them personally, or who have experienced their use by others.
- Excessive, ostentatious dedication
- Many of us work long hours. But those who consistently do so in a manner that makes the effort visible to the boss could be currying favor. Similarly, most of us agree occasionally to "step up" to impossible tasks. But those who jump to do so in a highly visible way could be currying favor.
- Opportunities to express adoration abound. One favorite is making obvious efforts to sit beside the boss at meetings, presentations, or lunches, and competing with others for the "honor."
- Fulfilling the boss's dreams
- When groups debate strategy, curriers often propose "solutions" that please the boss, whether or not the solutions are feasible.
Currying favor corrupts. It harms the organization, first by creating tension among its people. But when it works, it can be as toxic as bribery or extortion, because it distorts decisions. And that means that the organization might act (or not) for reasons other than organizational interests.
Organizations must make decisions on their merits, whether the issue is the substance of the work, the configuration of the organization, or the advancement of personnel. Influencing those decisions by currying favor weakens the organization, which threatens us all.
For an outstanding example of a currier in action, watch the character "Sgt. Red O'Neill," played by John C. McGinley in the 1986 film Platoon. (Charlie Sheen, Tom Berenger, Willem Dafoe; Director: Oliver Stone). Order from Amazon.com.
Because currying favor can be risky, practitioners often use indirect tactics. See "The True Costs of Indirectness," Point Lookout for November 29, 2006, for more on indirectness.
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
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More articles on Workplace Politics:
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Forthcoming issues of Point Lookout
- Coming December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
- And on December 27: On Assigning Responsibility for Creating Trouble
- When we assign responsibility for troubles that bedevil us, we often make mistakes. We can be misled by language, stereotypes, and the assumptions we make about others. Available here and by RSS on December 27.
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read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
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- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
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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.