Undermining one's own subordinates might seem at first to be a dumb thing to do. Well, it is. But that doesn't stop people from wanting to do it even more effectively. Here's a collection of techniques for undermining your subordinates. If these seem like common sense to you, you probably need professional help.
- Hijack meetings
- "Sit in," unexpectedly if possible, on meetings usually conducted by subordinates. About one-third of the way through, make a very-important-sounding pronouncement that lets you hijack the meeting for whatever time remains.
- Conduct surprise skip-level interviews
- Drop in unannounced on your subordinate's subordinates. Ask probing questions that suggest you have doubts about your subordinate's performance. Example: "What's the real scoop on this project?"
- Put two people in charge of the same thing
- Make them co-leaders of something that's in such disarray that only a single, strong leader could ever prevent the looming failure.
- Delegate something to A, then re-delegate it to B, without telling A that you re-delegated it. For extra zing, don't reveal to B that you had previously delegated it to A.
- Delegate something to someone, then un-delegate it, but don't explain why. Let everybody think that the un-delegatee must have messed up, but never say why or how. They'll imagine things far worse than anything you could possibly think of.
- Designate a secret leader
- Tell someone they're responsible for leading something, but don't tell anybody else. If somebody else asks you to confirm that the designated leader is actually the leader, mumble something incoherent or at least ambiguous.
- Blame people one at a time for failures
- Never hold a team responsible for failure, because they'll just support each other, mitigating any guilt or shame. Make sure you single out just one person. Shame is more intense when borne alone.
- Humiliate publicly
- Public humiliation is always effective, but don't overuse it. Use sparingly for maximum sting.
- Insist on the final say in hiring
- If a subordinate If these seem like
common sense to you,
you probably need
professional helpis hiring, insist on interviewing all candidates. Also insist on final approval. And make sure that everyone knows this is your policy. You don't want anyone getting a sense of autonomy, because autonomy is good for self-esteem.
- Override decisions
- Every now and then, override a subordinate's decision. Naturally, wait until after the decision has been publicly announced.
- Make people wait for approvals
- Take your own sweet time when someone needs your approval for something. When you finally do approve, they'll really appreciate it. Oh, and turn something down occasionally. You don't want to be seen as a rubber stamp. Practice these words: "I think we need to re-think this one."
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenkDDBzmpyphJsHlhLner@ChacjwKEBFLNYFqUmqXpoCanyon.comSend me your comments by email, or by Web form.
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.
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.
More articles on Workplace Politics:
- The Risky Role of Hands-On Project Manager
- The hands-on project manager manages the project and performs some of the work, too. There are lots
of excellent hands-on project managers, but the job is inherently risky, and it's loaded with potential
conflicts of interest.
- Durable Agreements
- People at work often make agreements in which they commit to cooperate — to share resources, to
assist each other, or not to harm each other. Some agreements work. Some don't. What makes agreements durable?
- How to Stop Being Overworked: I
- If you feel overworked, you probably are. Here are some tactics for those who want to bring an end to
it, or at least, lighten the load.
- Impasses in Group Decision-Making: IV
- Some impasses that develop in group decision-making relate to the substance of the discussion. Some
are not substantive, but still present serious obstacles. What can we do about nonsubstantive impasses?
- Grace Under Fire: II
- When we debate at work, things sometimes turn unpleasant. Out of control, one party might maneuver the
other into losing control. If we have better tools for recognizing these tactics, we're better able
to maintain self-control. Here's Part II of such a toolkit.
Forthcoming issues of Point Lookout
- Coming June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
- And on July 4: Interrupting Others in Meetings Safely: II
- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenrMBSQVpRSjqOybPFner@ChacisbvUmwvauxFwRjuoCanyon.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
- The Race to the South Pole: The Power of Agile Development
- 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. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
- 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.