DrContrarian

Bruce, I love your music man. It is old-fashioned, but I like it. My favourite song is actually not Born in the USA or the like, but Streets of Philadelphia. Not only is it a nice tune, I really like the message too. But you know, I don’t like how you play your politics. Make no mistake, I don’t MIND your politics and I am sure we can agree on a lot of things – and even in this case I may even agree with your belief. So the point is not where you stand on the issue.  But I don’t like the hypocritical way you play it. So you cancel a concert and boycott a state that you disagree with. I am sure you think that it is your way to express your support for people who are getting the short straw. I am sure you see it as your right to play in front of whoever and wherever. But Bruce, can I ask you this: Have you refunded all the money you made from selling songs to the states that hold a different view to you? Have you asked those citizens not to buy your...

(Or, other people’s money...) Over the years business organisations have been eaten away slowly from the inside by social justice warriors. How this happened, requires us to go back a few years and in the evolution of the business organisation. Business organisations used to have a simple, clear objective: to make a commercial return to their shareholders. To do this, they innovated, developed products and served the needs of the people in a market place where those solutions are traded for cash – at a profit. The business wins and the consumer wins. The thin edge of the wedge has been sustainability, introduced some two decades ago, by the proponents of sustainability who proffered a solution to a problem that did not exist. They suggested that organisations should broaden their focus to include an emphasis on environment and on community. Broadening the focus automatically and explicitly also equates to a dilution of focus – that stands to reason. That is the guarante...

One: Anything = Nothing, and Anything = Everything. Therefore, 'Anything' is the most powerful idea. Two: Outcome - (Objective + Action) = Zero.

The contrarian's view of winning at office politics. Rule 1 : Make friends and shape that into a network. You need them to help you win the war. No individual can beat the whole system. (S)He with the most friends win - no matter what stunt the other person pulls. Rule 2: Make friends by GIVING and sharing and helping without an expectation of anything in return. (A paradox, I know, but that is how you do it.) You may be cynical about this, but your connections are what keep you 'connected' to the system - to state the bleeding obvious. Rule 3: Good defense will win the day. Office politics is not about being able to trample allover someone else, but more importantly it is about protecting your own turf. This is often a cliched football analogy, but it is really true: good defense wins the game. And for fun guide to OFFICE POLITICS - check this out.

Part 5 in this short series. (Who knows how long it will be? J ). Initially I thought I’d stick to the fundamental, root causes only, but the reality is that most people will only read titbits, and not necessarily in one go, so I will simply highlight these reasons as they come to mind; whether it is primary or secondary cause… Inability to influence. Managers spend more than half their time influencing other people would be my guesstimate. Some time to do own work and some unproductive time etc. but the bulk of productive time is spent influencing people. The difference between a good manager and a poor one is directly correlated to their ability to influence others. Failure is usually a result of an inability to influence – especially an inability to exert upward influence. It is something we learnt as children, but many of us lose the knack for making people with more power do the stuff we want them, or rather need them to do. The psychology of influence is fascinating. But ...

There are a host of reasons. I have studies enough, learned enough and failed enough to have some compelling arguments as to why managers fail… Over time I’ll explore a few of those. The obvious one is incompetence – but I will ignore that as a reason. Arguably that is the error of the manager’s manager more than anything, but most importantly; I don’t believe that people reading this would fall into that category. And if you are incompetent – at managing only of course - The number one reason – without any doubt in my mind is misunderstanding or underestimating the nature of POWER. Do you have power? Do you know who (else) has power? Do you know what you derive it from? Do you know why you have it? Do you know how to use it? Do you know when to use it? Do you know how it is used against you? Are you super aware of how it ebbs and flows on a daily basis, from meeting to meeting, from person to person? Are you using power ‘prem...

Managing conflict Had an opportunity to do some coaching today. Now it is not my natural/ day job, but I quite enjoyed the experience. The topic du jour was as per this blog title. Later I saw a vlog ( http://blogs.bnet.com/intercom/?p=434 ) on office politics, which referred to the fact that managers spend 42% of their time on this activity (managing conflict) – but no reference to how to actually do it. So here goes the d price methodology: The pre-requisites are: 1. Is it my conflict to solve? If you are fighting someone else’s battle, you are bound to lose it. Don’t go into bat for someone else in the office. You may think you are helping, but you are trespassing. 2. Take a positive view of the conflict. Don’t see it as a negative/battle, see it as an opportunity to clear the air and to rectify misconceptions or clarify an issue. You may well be wrong so you might just learn something. It will also help reduce the tension - before you start. Then stepping into the act...

I started on the journey of joining a local initiative to act as a mentor. Being a pedant, the first thing that struck me was the use of mentor and mentoree (sic) as the labels. I am proud to say that I refrained from correcting it on the spot, and now having checked the dictionary ( http://dictionary.reference.com/browse/mentee ) I was tempted to let them know of the error of their ways. I am proud to say I resisted. Mum will be proud: I am growing up.... very slowly. To be honest (as that is what this blog is all about) if I was the organiser, I would want to be corrected rather than make a fool of myself. On the other hand it may be an “in” joke or peculiarly Australian. Being in the training/learning business, I suppose the act of mentoring is simply a different kind of training. But for most people, even very experienced business people, would no doubt fall into the trap of becoming de facto consultants. This whole process will require time I can ill afford, and I would not...