Become a Tugboat Captain

If you're responsible for monitoring compliance with organizational policy or government regulation, you sometimes tell people who have organizational power that they must stop doing what they're doing, or that they must do something differently. This can be risky or even downright dangerous. How can you manage it safely?

Even if your organization is serious about dealing with noncompliance, those not in compliance can see you as the problem. Instead of taking corrective action, they might try to curtail your authority, restrict your resources, attack you personally, or even terminate you.

To be most effective, become a tugboat captain.

Tugboats are small, powerful vessels that maneuver ships much larger than they are.

Large ships can apply tremendous forces fore-and-aft. But most large ships have relatively little ability to exert transverse forces — the very forces they need if they want to change direction.

If you monitor compliance
with policy or regulation,
become a tugboat captainTugboats aren't powerful enough to start or stop a large ship quickly, but they can control the large ship's direction. They rely on three strategies. They work with the harbor pilot on the bridge, they work in teams, and they focus on direction, not speed.

If you monitor compliance with policy or regulation, what does it mean to be a tugboat captain?

Know your vessel

Know that you're on a tugboat, not a large ship. You can't float the weight they do, and you can't survive the high seas like they do. You do have tremendous power for your size, and you're very maneuverable. Knowing your strengths and limitations is a key to survival.

Know the harbor

Know every shoal, channel, and wharf in the harbor — and every mistake other tugboat captains have made. Know just as much about the ships you maneuver. This means that you know the regulations or policies that you're responsible for monitoring, and you know the strengths and limitations of the managers who must comply.

Work with other tugs

Tugs usually work in teams. They rely on each other and use each other as resources. Work closely with others who monitor compliance. Share techniques and learn from each other. Coordinate action.

Get cooperation from the bridge

During tight maneuvers, a harbor pilot commands the ship, coordinating with tugs. Secure the cooperation of management at all levels near the level of the manager you're monitoring. Especially important: a solid and trusting relationship with your own manager.

Focus on direction, not speed

Tugboats aren't so good at starting or stopping large ships — instead, they try to steer them, while the ship provides fore-and-aft power. Let the manager you're monitoring provide the impetus and power for change, while you focus on the direction of the change.

Consider buying a toy tugboat for your desk. Only you and I will know what it means.  Top    Next Issue

The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Think Before You PowerPoint

Microsoft PowerPoint is a useful tool. Many of us use it daily to create presentations that guide meetings or focus discussions. Like all tools, it can be abused — it can be a substitute for constructive dialog, and even for thought. What can we do about PowerPoint abuse?

Express Your Appreciation and Trust

Some people in your organization have done really outstanding work. You want to recognize that work, but the budget is so small that anything you could do would be insulting. What can you do? Express your Appreciation and Trust.

If Only I Had Known: II

Ever had one of those forehead-slapping moments when someone explained something, or you suddenly realized something? They usually involve some idea or insight that would have saved you much pain, trouble, and heartache, if only you had known.

Virtual Presentations

Modern team efforts almost certainly involve teleconferences, and many teleconferences include presentations, often augmented with video or graphics. Delivering these virtual presentations effectively requires an approach tailored to the medium.

You Might Be Stressed If…

A little stress once in a while keeps us sharp, but chronic intense stress shortens lives. Stress can build gradually, out of our awareness. Here are some indicators of chronic intense stress.

See also Personal, Team, and Organizational Effectiveness and Managing Your Boss for more related articles.

Forthcoming issues of Point Lookout

Coming August 22: Dealing with Credit Appropriation

Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.

And on August 29: Please Reassure Them

When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenstmSBpmYpPZJCBhXner@ChacqjZkHeGsJroevxaioCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
• Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
• Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
• Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

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.

• A recording of a program presented 6:00 PM June 29 (Eastern Time), Monthly Webinar, Technobility Webinar Series. You can earn 1.0 Category 'A' PDU by viewing this program. View this program now.