| In an effort to be less than constructive as a | | | | a few weeks, make some slight adjustments, and |
| manager, here are ten sure-fire ways to alienate and | | | | then claim them as your own. They will squawk in |
| demotivate your team on your change journey. | | | | the restrooms and lounges, but they will know what |
| Hit-or-miss approaches don't go far enough; this is | | | | it is to respect authority. |
| your chance to use the best methods of corporate | | | | 7. When things go wrong, you know who to sacrifice. |
| torture and humiliation developed by dictators, | | | | When you're given a bunch of turkeys, how do they |
| steamrollers and other "tough guy" bosses. | | | | expect a leader to get them to fly? Never tarnish |
| 1. Never give in to selling any change when you can | | | | your reputation as a change agent when you have |
| exercise your power by demanding it. Demands keep | | | | inexperienced, marginal team members to blame. If |
| staff in their place--down there somewhere. Tact and | | | | by chance your team does succeed on its own, take |
| frequent communication does to authority what | | | | the credit. After all, with effective leadership even |
| sugar does to teeth. You wouldn't want to rot your | | | | turkeys can fly in unison for 50 feet. |
| teeth; you wouldn't want to spoil your team. After | | | | 8. Build your own corporate torture chamber adapted |
| all, if any of your people had any ideas worth listening | | | | to the needs of your trouble-making staff. Know |
| to, one of them would be the boss. | | | | how to schedule hours to produce maximum |
| 2. Develop a varied arsenal of "looks" to master the | | | | aggravation. Keep the pressure on by making them |
| subtle put-down. A well-placed sigh and a "that was | | | | work with team members they hate and projects |
| dumb" stare can work wonders in silencing your | | | | they have no skills to draw on. When they are in the |
| people. Add the verbal clinchers: "Are you kidding?" or | | | | "dog house," let them know it is not supposed to be |
| "Do you really think I'd do that!" Try well-placed | | | | fun. |
| sarcasm: "Yeah, I knew I'd have this problem when | | | | 9. Never give recognition; it sets the stage for |
| they made me put you in this position!" When they | | | | complacency. After all, they are lucky they have a |
| react, just say, "Can't you take a joke without | | | | job. If you thank them, all they do is ask for more |
| overreacting like most women do?" | | | | money. In this century of never-ending change, there |
| 3. When providing performance feedback, don't let | | | | is no place for a "good guy" on your corporate |
| them find their own solution when you can reinforce | | | | juggernaut! |
| your position of authority by telling them what they | | | | 10. Bark is only as good as a bite. Fear is a great |
| "obviously should have done!" Take them to the | | | | motivator. Don't waste your time with petty, lengthy |
| stone tablets enshrined on your office wall to show | | | | documentation with your tough employees; make a |
| them the error of their ways. Be ready to use the | | | | scene by threatening their job on-the-spot. Sure, |
| Harvard Business Review, your MBA notes, or Dilbert | | | | you'll lose a few, and don't worry about lawsuits. If |
| cartoons to identify how defective they really are. | | | | you abuse them privately, there will be no witnesses |
| 4. Never deal with issues when you can attack the | | | | and it's your word against theirs. |
| person. When they criticize your ideas, question their | | | | With these helpful hints, as a boss bent on failure, |
| attitude and commitment to the team. When they | | | | you can be sure to arrive there. You'll know if it is |
| miss a deadline, question their ability to handle | | | | working. On the surface, people will appear to work. |
| responsibility. If they persist in making their point, | | | | You will get compliance when you are in sight. You |
| keep them in their place by saying, "If I wanted your | | | | may find they work slow, make many errors, and |
| opinion, I'd give it to you!" | | | | have no concern for quality or customer service, but |
| 5. Keep harping on the phrase, "More with Less" to | | | | at least you know you will get the minimum. You will |
| explain your downsizing, reorganizations and | | | | be butchered at the drinking fountains and in the |
| cost-containment initiatives. Busy people are happy | | | | lounges, but don't let petty gossip get in your way. |
| people whether they want to admit it or not. Don't | | | | You will feel lonely, but that goes with creating the |
| let your need to hold the line on wages to impress | | | | illusion of power. They will have a going away party |
| stockholders stop you from taking the wage | | | | when you leave. Unfortunately, you will not be invited |
| increases and bonuses you deserve for leading your | | | | to the party. By the way, the Surgeon General |
| team through such perilous times. | | | | warns that using these hints may be hazardous to |
| 6. Never give information or strategic direction until | | | | your management career and a disaster to the team |
| you have to. Once you do, never change your | | | | and organization you serve. |
| position. Now, if their ideas are really better, just wait | | | | |