In the race to be the first to the South Pole, the two contenders were Robert Falcon Scott, of the Royal Navy, and Roald Amundsen of Norway. Scott had Royal sponsorship, but Amundsen had to persuade his backers of the commercial possibilities of his expedition.
These were the days before the Panama Canal, and the only shipping routes around the Americas were long and expensive. To make the investment in his expedition attractive, Amundsen told his backers that he was exploring the Arctic, which held much more commercial interest than did the Antarctic.
Just one thing — he was lying.
His true motive was to be the first to reach the South Pole. Amundsen successfully misled everyone. He broke the rules.
Breaking the rules is sometimes the best way — sometimes the only way — to get things done. When we break the rules, and then fail, we can end up in deep yogurt. But when we break the rules and then later succeed, people sometimes overlook the transgression. And sometimes they don't.
When is rule breaking a useful strategy? What rules can we break safely? Here are some tips for breaking the rules.
- Old rules can be more breakable
- Older rules tend to be more breakable than newer rules. Sometimes the conditions that led to them no longer apply, and sometimes their chief architects have moved on.
- Of the older rules, those that are frequently applied tend to be the strongest. The old, dusty ones that lack constituencies tend to be the most breakable.
- We don't admit it, but goals count
- When we break the rules
and then later succeed,
people sometimes overlook
- The end doesn't justify the means, but what people care about does matter. If the goal is attractive enough, people tend to look the other way when rules are broken.
- Break rules only when you're aiming for a goal people care about and you think your chances of achieving it are good.
- Stay within the law
- Breaking organizational rules is one thing. Breaking laws is another. Law breaking invites all kinds of consequences, and organizational benefits aren't likely to count for much.
- Be knowledgeable enough to stay within the law.
- Personal gain is a liability
- If you personally gain from your rule breaking, you're asking for trouble. Breaking the rules is much more likely to be acceptable if the organization is the principal beneficiary.
- Even better if your boss and the applicable rule enforcement unit are beneficiaries.
- Prepare to accept adverse consequences
- If you fail, and if you broke rules in the attempt, you might have to pay a price. The price can include organizational discipline, termination, or even "blacklisting" in your profession.
- Be certain that you're prepared to endure the consequences if the organization decides to take action.
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:
- Stalking the Elephant in the Room: II
- When everyone is thinking something that no one dares discuss, we say that there is "an elephant
in the room." Free-ranging elephants are expensive and dangerous to both the organization and its
people. Here's Part II of a catalog of indicators that elephants are about.
- Why There Are Pet Projects
- Pet projects are common in organizations, including organizations with healthy and mature planning processes.
They usually consume resources at levels beyond what the organization intends, which raises the question
of their genesis: Where do pet projects come from?
- Kinds of Organizational Authority: the Informal
- Understanding Power, Authority, and Influence depends on familiarity with the kinds of authority found
in organizations. Here's Part II of a little catalog of authority, emphasizing informal authority.
- On Snitching at Work: II
- Reporting violations of laws, policies, regulations, or ethics to authorities at work can expose you
to the risk of retribution. That's why the reporting decision must consider the need for safety.
- That Was a Yes-or-No Question: I
- In tense situations, one person might question another. As the respondent replies, the questioner interjects,
"That was a yes-or-no question." The intent is to trap the respondent. How does this work,
and how can the respondent escape the trap?
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on 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.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrensBePOkgjFLINkuJUner@ChacIDeFWYbYNYTpLrhSoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- 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. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
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.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.