The mythology about best practices is that they universally improve every organization. The truth is more likely that organizations are so idiosyncratic that any practice born elsewhere probably needs tailoring before it can be imported. My old shoes are very comfortable for me, but they probably aren't for you.
Worst practices are different — they're almost universally disastrous. We know this because, sadly, nearly everyone tries them. Here's a short list of some worst practices.
- Provide only outdated equipment. Even better: make people share outdated equipment.
- For security, lock all portable computers to desks
- Never, ever train anybody
- Use training as a reward. Provide it only to those who need it least.
- To increase productivity, increase pressure
- Let acrimony persist until it's truly injurious
- Leave in place people who are clearly incapable of doing much of anything
- Assign blame
- Spend time defending yourself in case someone, someday decides to assign blame
- Take credit for work done by subordinates or colleagues
- Give credit to one person for what was a team effort, ignoring everyone else's contributions
- Kill the messenger: punish people who deliver bad news
- Kill the non-messenger: after you get bad news, punish those who knew about it but didn't tell you because you have a reputation for killing the messenger
- Force consensus by shaming or punishing those few souls foolish enough to disagree with the "correct" position
- Force consensus without allowing time for sufficient discussion
- Make decisions autocratically even when there's time for consensus
- Have favorite subordinates who can do no wrong
- The worst thing about
worst practices isn't their
consequences; it's that we
keep using them despite
their consequencesHave troubled subordinates who can do no right, even when they do right
- As team owner, publicly castigate team members
- Publicly overrule a subordinate manager, citing information obtained from one of his or her subordinates
- "Sit in" on a subordinate's meeting unannounced
- Make the problem excessively complicated by raising herds of ancillary minor issues
- Angrily say things that hurt people, damaging the group's ability to collaborate
- Add new people to the team. Even better: do it in a way that raises questions about the abilities of incumbents
- "Temporarily" transfer some team member(s) to another effort
- Conduct "emergency" project reviews regularly
- Increase the budget without warning
- Decrease the budget
- Circulate rumors that maybe we'll be cutting the budget
- Tighten project scope to maintain schedule
- Use (faked) schedule urgency as a way of managing spending
- Remove or relax some requirements
- After work is well underway, add new requirements or tighten existing requirements
- Reassign some work from one team member to another
- Assign the same work to two people (or teams) without their knowing it
- Assign to one person work already completed by another
- Assign work to two people, together, without designating either one as lead
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More articles on Workplace Politics:
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Rather, they're indirect attacks intended to advance the questioner's political agenda. Here's part
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See also Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
- Coming July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
- And on July 12: Performance Issues for Non-Supervisors
- If, in part of your job, you're a non-supervisory leader, such as a team lead or a project manager, you face special challenges when dealing with performance issues. Here are some guidelines for non-supervisors. Available here and by RSS on July 12.
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- The Power Affect: How We Express Our Personal Power
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- Many people experience virtual teams as awkward, slow, and sometimes
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speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
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As historical drama, why this happened is interesting enough, but to organizational leaders, business
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- CTCPA, 716 Brook Street,
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- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
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.