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 peopleregarded 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.
- 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. 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
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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:
- Patterns of Everyday Conversation
- Many conversations follow identifiable patterns. Recognizing those patterns, and preparing yourself
to deal with them, can keep you out of trouble and make you more effective and influential.
- Are You a Fender?
- Taking political risks is part of the job, especially if you want the challenges and rewards that come
with increased responsibility. That's fair. But some people manage political risks by offloading them
onto subordinates. Be certain that the risk burden you carry is really your own — and that you
carry all of it yourself.
- Failure Foreordained
- Performance Improvement Plans help supervisors guide their subordinates toward improved performance.
But they can also be used to develop documentation to support termination. How can subordinates tell
whether a PIP is a real opportunity to improve?
- Cultural Indicators of Political Risk
- Because of fire risk, hiking in dry forests during dry seasons can be dangerous. In the forest, we stay
safe from fire if we attend to the indicators of fire risk. In the workplace, do you know the indicators
of political risk?
- Power Affect
- Expressing one's organizational power to others is essential to maintaining it. Expressing power one
does not yet have is just as useful in attaining it.
Forthcoming issues of Point Lookout
- Coming September 25: Planning Disappointments
- When we plan projects, we make estimates of total costs and expected delivery dates. Often these estimates are so wrong — in the wrong direction — that we might as well be planning disappointments. Why is this? Available here and by RSS on September 25.
- And on October 2: Start Anywhere
- Group problem-solving sessions sometimes focus on where to begin, even when what we know about the problem is insufficient for making such decisions. In some cases, preliminary exploration of almost any aspect of the problem can be more helpful than debating what to explore. Available here and by RSS on October 2.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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: Lessons in Leadership
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. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. 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.