If your organization aspires to high performance, it's useful to know who avoids responsibility or the risks of being held accountable. Unless you're astute and alert, you'll eventually be a recipient of responsibility shifted by these shirkers. This little handbook is for you.
And if you're among the unfortunate majority who don't work in high-performance organizations, responsibility-shifting skills are essential to survival. Until you find a job somewhere better, this little handbook is for you.
Here are some popular techniques people use for avoiding responsibility. I've written it as a handbook for shirkers, but it's also useful for those who want to know how shirkers operate.
- Working from a remote site makes anyone more difficult to reach, especially in emergencies. Evading responsibility is easier when you aren't there.
- Fend it off
- The best approach is to have the requestor ask someone else. If that doesn't work, inform the requestor that Mortimer is in charge of such things. Be creative. If all else fails, delegate.
- Defer the request
- Tell the requestor to come back later. Offer a particular time only if necessary. As time passes, the request might be overtaken by events, or forgotten, or the requestor might find somebody else to take responsibility.
- Drag your feet
- Accept the request, but send the requestor away with "Leave it on my desk," "Send me email," or even better, "Leave it with Melvin," if Melvin is your assistant. (Remember to use your assistant's actual name.) Leave-it-with-my-assistant is best because it makes you seem more important. Only later, apply the techniques below.
- Demand the broomstick of the wicked witch of the West
- Tell the requestor that Mortimer must deal with the request first, and after Mortimer does whatever he does, you'll review it. This protects you somewhat in case of later disaster, because you can say that you relied on Mortimer's input. Of course, again, use Mortimer's actual name.
- Demand more information
- In low-performance cultures,
are essential to survival
- Ask the requestor for more information — preferably information that takes time to acquire. During that time, you can prepare to use one of these other techniques.
- Excuses, excuses
- If somehow the request reaches you despite your best efforts, find excuses to delay or to send it back. Be too busy. Play dumb. Make something up. The best excuses involve travel, or people high in the org chart, or travel with people high in the org chart. The requestor must then either find someone else to deal with the request, or go ahead anyway somehow. Either way, you're off the hook.
Probably the most famous master of avoiding responsibility is Major Major Major, a character in Joseph Heller's Catch-22. Major Major avoids all contact with anyone who might want anything. Clever. Sorry, no time for questions, gotta go now. 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
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More articles on Workplace Politics:
- Responding to Threats: I
- Threats are one form of communication common to many organizational cultures, especially as pressure
mounts. Understanding the varieties of threats can be helpful in determining a response that fits for you.
- A Critique of Criticism: II
- To make things better, we criticize, but we often miss the mark. We inflict pain without meaning to,
and some of that pain comes back to us. How can we get better outcomes, while reducing the risks of
- 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.
- 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.
- Influence and Belief Perseverance
- Belief perseverance is the pattern that causes us to cling more tightly to our beliefs when contradictory
information arrives. Those who understand belief perseverance can use it to manipulate others.
Forthcoming issues of Point Lookout
- Coming April 25: Narcissistic Behavior at Work: VI
- Narcissistic behavior at work distorts decisions, disrupts relationships, and generates toxic conflict. These consequences limit the ability of the organization to achieve its goals. In this part of our series we examine the effects of exploiting others for personal ends. Available here and by RSS on April 25.
- And on May 2: Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
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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.
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.