Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 15, Issue 22;   June 3, 2015: Just Make It Happen

Just Make It Happen

by

Many idolize the no-nonsense manager who says, "I don't want to hear excuses, just make it happen." We associate that stance with strong leadership. Sometimes, though, it's little more than abuse motivated by ambition or ignorance — or both.
Mohandas K. Ghandi, in the 1930s

Mohandas Karamchand Gandhi (1869-1948) was the leader of the Indian independence movement in British-ruled India. Using only the methods of nonviolent civil disobedience, he led the people of India to independence. His leadership has since inspired successful movements for civil rights and freedom worldwide. The apparent impossibility of achieving the goal of Indian independence, and other goals subsequently achieved by others employing Ghandi's tactics, probably accounts for some of our belief in the effectiveness of nonviolent civil disobedience. The photo, which dates to the 1930s, is courtesy Wikipedia.

Senior managers and executives — organizational leaders — have two primary responsibilities. They must clearly define objectives for the people they lead, and they must ensure that those people have the resources needed to achieve those objectives. To carry out these responsibilities appropriately, organizational leaders must respect the humanity of all stakeholders, including the people of the organization (often called employees), the people the organization serves (often called customers), and the people who supply goods and services to the organization (often called suppliers). They all have personal lives. They all deserve respect as people.

And that's where trouble sometimes appears. Leaders who adopt the just-make-it-happen stance can sometimes fail to respect the humanity of the people they're leading. Consequently, their subordinates work killing hours, often breaking rules to "make it happen." Customers then must accept inferior products, delivered late, while suppliers lose money trying to please their unpleaseable customer.

Why does this happen?

In many organizations we gauge the strength of leaders according to the gap between the goals the leaders expect employees to achieve, and what those people believe they can achieve. When people achieve something few believed was possible, we tend to credit the leader. One exemplar of strong leader, among many others, is Mohandas K. Ghandi, who provided the people of India a means of achieving a goal most thought impossible.

Here are three mechanisms that incline organizational leaders to adopt the just-make-it-happen stance.

Pathological ambition
In striving to be When people achieve something few
believed was possible, we tend to
credit the leader, not the people
regarded as strong leaders, some managers and executives arrange for large gaps between the objectives they set, and what people generally believe is readily achievable. They set goals that are extremely aggressive relative to the time and resources available. They hope that when the objectives are ultimately met, everyone will recognize the "strength" of their "leadership."
Pressure from above
Even managers and executives report to somebody — higher-level executives, the Board of Directors, or shareholders. When they feel pressure to fulfill commitments they've made, or commitments forced upon them, they sometimes choose not to resist that pressure. Transmitting that pressure onto their organizations can seem much safer and easier.
Ignorance
Some organizational leaders don't realize that they've set unrealistic or unrealizable objectives. Equally naïve peers might support them in their ignorance. When their subordinates tell them that the goals are unachievable or extremely risky, they regard the messengers as weak or lazy or worse. Attempts to educate such leaders are unlikely to succeed.

Surely there are more mechanisms than these three.

If you're being led by a just-make-it-happen kind of leader, I hope this exploration has opened some doors to understanding. If you are yourself a just-make-it-happen kind of leader, perhaps you can listen to the people you lead, and then examine your approach to leadership. Go to top Top  Next issue: The Perils of Limited Agreement  Next Issue

303 Secrets of Workplace PoliticsIs 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

Your comments are welcome

Would you like to see your comments posted here? rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

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 Workplace Politics:

The Declaration of IndependenceMore Stuff and Nonsense
Some of what we believe is true about work comes not from the culture at work, but from the larger culture. These beliefs are much more difficult to root out, but sometimes just a little consideration does help. Here are some examples.
The Lincoln Memorial at sunriseOrganizational Loss: Searching Behavior
When organizations suffer painful losses, their responses can sometimes be destructive, further harming the organization and its people. Here are some typical patterns of destructive responses to organizational loss.
A section of the walls of Conwy Castle showing a battered plinthHow to Undermine Your Subordinates
People write to me occasionally that their bosses undermine them, but I know there are bosses who want to do more undermining than they are already doing. So here are some tips for bosses aspiring to sink even lower.
The city walls of Dubrovnik, CroatiaProblem Displacement by Intention
When solving problems creates new problems, or creates problems elsewhere, we say that problem displacement has occurred. Sometimes it's intentional.
A gray wolfDo My Job
A popular guideline in modern workplaces is "do your job." The idea is that if we all do our jobs, success is most likely. But some supervisors demand that subordinates do their own jobs, plus the jobs of their supervisors. It rarely works out well.

See also Workplace Politics and Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

Saturn during equinox — a composite of natural-color images from CassiniComing May 22: Rescheduling Collaborative Work
Rescheduling is what we do when the schedule we have now is so desperately unachievable that we must let go of it because when we look at it we can no longer decide whether to laugh or cry. The fear is that the new schedule might come to the same end. Available here and by RSS on May 22.
The Leonard P. Zakim Bunker Hill BridgeAnd on May 29: Rescheduling: Project Factors
Rescheduling is what we do when we can no longer honor the schedule we have now. Of all causes of rescheduling, the more controllable are those found at the project level. Attending to them in one project can limit their effects on other projects. Available here and by RSS on May 29.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.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:

Reprinting this article

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 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
Please donate!The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!

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.

303 Secrets of Workplace PoliticsIs 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!
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.