Recently I wrote a piece about how to undermine your subordinates. It ended with a facetious comment about my forthcoming article on undermining your boss, which I had no plans ever to write. But I've had so many requests from readers (some of them obviously desperate) that I was compelled to write what you're about to read.
But I've learned my lesson, so here's a facetiousness warning: almost none of the following is serious.
The First Principle of Undermining Your Boss is: Don't Get Caught At It. No, wait, that's the Second Principle. The First principle is: Do Not Ever Do It. Ever. It should be obvious why not, but here's the reason: Your Boss Can Get or Already Has Much More Powerful Tools for Revenge Than You Do.
OK. Now we have that out of the way. Here's how to do it.
- There's only one reason to undermine your boss
- Some people hope they can get their bosses transferred or terminated, or even take over their boss's job. These outcomes are extremely unlikely, because every incompetent boss who somehow stays employed has a supervisor who wants it that way — or who is just as incompetent.
- Fixing things is a fantasy. The only reason to even try to undermine your boss is Ecstatic Enjoyment. Oh, and maybe sometimes Revenge.
- At the right time, do nothing
- When you notice something happening that you could help with, don't. Pretend you didn't notice it. Go to lunch. Whistle a merry tune.
- Of course, if your boss asks you to assist, that's completely different. But since your goal is undermining your boss, requests for assistance always present delicious possibilities.
- Get help from Human Resources
- When it comes to undermining your boss, HumanNothing juicy in Human Resources
is ever really confidential
for very long Resources can work magic. But they need a reason. Ask for a confidential counseling session. Confidentiality might seem to be counterproductive here, but remember: nothing juicy in Human Resources is ever really confidential for very long.
- In the session, ask in a solemn tone, "If someone knows of something unethical going on, are they obligated to report it?" Ignore the answer. It's asking the question that counts. If that doesn't get HR going, then ask, "If someone wants to report something unethical, how can I do that anonymously?"
- Be publicly supportive in useless ways
- In public, always support your boss. Since undermining is your actual goal, you don't want to be on the list of suspects when they try to figure out who could have said or done whatever was said or done.
- But don't go overboard. Don't actually do anything that would help. If your co-workers all hate you, then your public stance is working. You're safe. From your boss, that is — from your co-workers, maybe not.
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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- Suppressing Dissent: II
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who choose not to tolerate differences of opinion, emphasizing the meeting context.
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- Yet More Obstacles to Finding the Reasons Why
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- And on August 2: Linear Thinking Bias
- When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.
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- 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 a date for this
- 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
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's a date for this program:
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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.
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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.