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The Mindless Mantras of Management

The Mindless Mantras of Management

A mantra is, properly speaking, “a word or sound used to aid concentration during meditation.” From that it has come to mean any slogan or saying that is constantly repeated, often as a substitute for thinking deeply (or at all) about an issue. Management has more than its fair share of such mantras. Many have entered the folklore of leadership and are repeated as if they contain timeless wisdom. Sadly, many of them are like the sound “Om!:” highly resonant, but mostly devoid of any actual meaning.

Better Communications!

We don’t have too little communication in most organizations, we have way too much. Meetings, phone calls, e-mail messages (usually copied to half the workforce), instant — an obsession with “staying in touch” at all times. Is it necessary? Not at all. Do people know more as a result? Almost never.

Most of the communication is “top down.” and that’s all about control. I include in this “copying in” the boss on messages sent between peers or to subordinates. A great many bosses spend their lives in terror that their people will talk about them behind their backs, say something that will make them look bad, say things that those further up in the hierarchy shouldn’t get to know about, or (worst of all) show some real initiative. Most of the communications have far less to do with co-ordination or co-operation than they have with the boss staying in control and knowing what everyone else is doing. If you tell someone to achieve a result and let him or her alone to get on with it, you have to trust that person. If you demand to be “kept in touch” all the time, you can —and you don’t have to give them any real trust, either.

“Better communication” is also treated as a panacea for all management ills. “Improving communications” training is a favorite of consultants and trainers precisely because it’s so vague and imprecise in meaning or objective that you can never prove whether or not it actually works. Like most kinds of corporate “spin,” it sounds good and has essentially no substance to back it up.

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More Team-working!

Team working has also become a plague. Like termites, it’s creeping in everywhere and destroying initiative, self-confidence, personal responsibility, and creativity. I’m all in favor of working in a team, just as long as it’s truly appropriate; and that means only when what needs to be done cannot be accomplished by individuals working independently. Mostly, getting a team together simply slows work up and ensures nobody feels individually responsible. All the meetings for “co-ordination” and “reporting back” waste so much time that the actual work goes more and more slowly. Control-freak bosses have found that team working too is a great way to interfere and keep all decision in their own hands. If you set up a team, and convene regular “progress meetings,” you can give the illusion of delegation, while checking up on everyone in minute detail. In fact, you can probably so tie people up in “reporting back” and “sharing ideas” that you will, in effect, reduce them to obedient toilers while you control exactly what they do.

Forget such nonsense. Team working is far less useful or important than you have been brought up to think. It is not the same as working in a coordinated way. It is not the same as being co-operative and helpful to others. Neither of those needs a team to happen. In the vast majority of situations, the best way to get something done is to give it to an individual and tell them to get on with it—without needless interference from you or any one else.

You Have to Be Tough to Survive in Business!

You do not. This type of uncivilized behavior is the result of bad management and complacent executives, more interested in counting their money than considering how they earned it. Multiple surveys from the U.S.A. and the United Kingdom suggest that between 15% and 25% of employees report being the victims of persistent psychological abuse at work (and the percentages are much higher in some occupations, like nursing). A great deal of workplace stress is caused by bosses whose characters are tainted with mean-mindedness, egotism, bullying, and tyranny. Of course, they don’t describe themselves in such realistic and unflattering terms. They use phrases like: “It’s a jungle out there, and you have to be tough to compete.” They joyfully repeat the old saw that if you can’t stand the heat, you should get out of the kitchen. They promote bullies and brown-nosers, claiming that they have earned those higher positions because of they way that they consistently “bring home the bacon,” conveniently ignoring how these people do it. Top executives are often the most egotistical, bullying, and autocratic people around, and they teach those below them to behave in the same way.

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Using uncivilized, bullying, and sadistic approaches to leadership—all the more extreme examples of “Hamburger Management”—may look as if it will deliver better profits that the nice guys get. In the short-term, that may be true. But beyond that, it will hurt the organization and produce a bad-smelling reputation amongst employees, customers, suppliers, and everyone else needed to make the place work. Besides, there’s good evidence to show that bullying management does not pay off, even in the short term.

Toughness is not the same as aggression or egotism. You do need to be resilient, that’s for sure, but often that’s mostly because of the jerks you have to put up with.

The Competition Gave Us No Alternative!

This is total idiocy! Responding to competition in this way means little more than doing more of what everyone else does. And that’s a one-way street with a “No Outlet” sign at the end of it.

The Law of Diminishing Returns ensures that competition by means of cost cutting, staff reductions, overseas outsourcing, and the like will only work for a limited time. Once everyone is running headlong down this same track, additional cuts must swiftly become so deep that they start to harm the business itself. You cannot go on finding “savings” for ever from a finite set of resources. There is always a limit. And the closer you get to that limit, the less return you get for the same level of savings.

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Organizations and their leaders have been engaged in a gigantic game of “chicken.” They have pushed one another further and further down the road of short-termism and pure expediency, afraid to be the first one that blinks or jumps out of the way of the approaching train. In their arrogance and folly, they have challenged one another to stay longest on a path that can only lead to misery on a truly colossal scale.

There is always an alternative—in this case, a far better one. Doing more of the same can be replaced by doing something different. And “different” offers an almost infinite range of possibilities that is unlikely to run out in anyone’s lifetime.

Ethics, Schmethics!

Standards of ethics in business have not advanced much in decades, despite all the fine words and codes of practice. Sadly, while more people seem to be talking about ethics, there is precious little sign that any of the talk is turning into action.

It seems that no one in business itself is taking much notice of the clamor from the public at large for higher ethical standards and fewer scandals. Nor has there been any significant progress on other matters of fairness and equality. I’m not interested in the kind of wishy-washy “codes of practice” beloved of politicians and corporate lawyers. Ethics is the application of reason and intelligence to issues of right and wrong. It’s working out what it is right to do in any given set of circumstances—then doing it, regardless of favor or criticism.

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Instead we have too many leaders who treat ethics like they treat the laws of the land—something to be used when it suits you and worked around (with the help of a legion of smart lawyers) when it doesn’t. Their god is expediency and their ethical standards are more elastic that rubber bands. They don’t even have the evil flamboyance of the industrial robber barons of the nineteenth and early twentieth centuries. Today’s preening CEOs and fat cats are rather a dull crowd: more shady accountants than crooked tycoons.

Ethics matter. In today’s globalized business world, where many corporations have more wealth than half the sovereign nations of the earth, they matter a great deal. Forget the codes of professional practice and compliance officers. What we need is more good, strong, moral outrage: the kind that gets politicians thrown out of office and forces dishonest business leaders to face spend some honest time reflecting on their lack of probity . . . in jail.

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Adrian Savage is a writer, an Englishman, and a retired business executive, in that order. He lives in Tucson, Arizona. You can read his other articles at Slow Leadership, the site for everyone who wants to build a civilized place to work and bring back the taste, zest and satisfaction to leadership and life. His new book, Slow Leadership: Civilizing The Organization

    , is now available at all good bookstores.

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    Last Updated on November 28, 2018

    Why Do I Have Bad Luck? 2 Simple Things to Change Your Destiny

    Why Do I Have Bad Luck? 2 Simple Things to Change Your Destiny

    Are you one of those people who are always suffering setbacks? Does little ever seem to go right for you? Do you sometimes feel that the universe is out to get you? Do you wonder:

    Why do I have bad luck? Is bad luck real?

    A couple of months ago, I met up with an old friend of mine who I hadn’t seen since last year. Over lunch, we talked about all kinds of things, including our careers, relationships and hobbies.

    My friend told me his job had become dull and uninteresting to him, and despite applying for promotion – he’d been turned down. His personal life wasn’t great either, as he told me that he’d recently separated from his long-term girlfriend.

    When I asked him why things had seemingly gone wrong at home and work, he paused for a moment, and then replied:

    “I’m having a run of bad luck.”

    I was surprised by his response as I’d never thought of him as someone who thought that luck controlled his life. He always appeared to be someone who knew what he wanted – and went after it with gusto.

    He told me he did believe in bad luck because of everything happened to me.

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    It was at this point, that I shared my opinion on luck and destiny:

    While chance events certainly occur, they are purely random in nature. In other words, good luck and bad luck don’t exist in the way that people believe. And more importantly, even if random negative events do come along, our perspective and reaction can turn them into positive things.

    Your luck is no worse—and no better—than anyone else’s. It just feels that way. Better still, there are two simple things you can do which will reverse your feelings of being unlucky and change your luck.

    1. Stop believing that what happens in life is out of your control.

    Stop believing that what happens in your life is down to the vagaries of luck, destiny, supernatural forces, malevolent other people, or anything else outside yourself.

    Psychologists call this “external locus of control.” It’s a kind of fatalism, where people believe that they can do little or nothing personally to change their lives.

    Because of this, they either merely hope for the best, focus on trying to change their luck by various kinds of superstition, or submit passively to whatever comes—while complaining that it doesn’t match their hopes.

    Most successful people take the opposite view. They have “internal locus of control.” They believe that what happens in their life is nearly all down to them; and that even when chance events occur, what is important is not the event itself, but how you respond to it.

    This makes them pro-active, engaged, ready to try new things, and keen to find the means to change whatever in their lives they don’t like.

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    They aren’t fatalistic and they don’t blame bad luck for what isn’t right in their world. They look for a way to make things better.

    Are they luckier than the others? Of course not.

    Luck is random—that’s what chance means—so they are just as likely to suffer setbacks as anyone else.

    What’s different is their response. When things go wrong, they quickly look for ways to put them right. They don’t whine, pity themselves, or complain about “bad luck.” They try to learn from what happened to avoid or correct it next time and get on with living their life as best they can. They have this Motivation Engine, which most people lack, to keep them going.

    No one is habitually luckier or unluckier than anyone else. It may seem so, over the short term (Random events often come in groups, just as random numbers often lie close together for several instances—which is why gamblers tend to see patterns where none exist).

    When you take a longer perspective, random chance is just . . . random. Yet those who feel that they are less lucky, typically pay far more attention to short-term instances of bad luck, convincing themselves of the correctness of their belief.

    Your locus of control isn’t genetic. You learned it somehow. If it isn’t working for you, change it.

    2. Remember that whatever you pay attention to grows in your mind.

    If you focus on what’s going wrong in your life—especially if you see it as “bad luck” you can do nothing about—it will seem blacker and more malevolent.

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    In a short time, you’ll become so convinced that everything is against you that you’ll notice more and more instances where this appears to be true. As a result, you will drown yourself in negative energy and almost certainly stop trying, convinced that nothing you can do will improve your prospects.

    Not long ago, a reader (I’ll call her Kelly) has shared with me about how frustrated she felt and how unlucky she was. Kelly’s an aspiring entrepreneur. She had been trying to find investors to invest in her project. It hadn’t been going well as she was always rejected by the potential investors. And at her most stressful time, her boyfriend broke up with her. And the day after her breakup, she missed an important opportunity to meet an interested investor. She was about to give up because she felt that she’d not be lucky enough to build her business successfully.

    It definitely wasn’t an easy time for her. She was stressful and tired. But it wasn’t bad luck that was playing the role.

    Fatalism feeds on itself until people become passive “victims” of life’s blows. The “losers” in life are those who are convinced they will fail before they start anything; sure that their “bad luck” will ruin any prospects of success.

    They rarely notice that the true reasons for their failure are ignorance, laziness, lack of skill, lack of forethought, or just plain foolishness—all of which they could do something to correct, if only they would stop blaming other people or “bad luck” for their personal deficiencies.

    Your attention is under your control. Send it where you want it to go. Starve the negative thoughts until they die.

    I explained to Kelly that to improve her fortune and have “good luck”, first decide that what happens is nearly always down to her; then try to focus on what works and what turns out well, not the bad stuff.

    Then Kelly tried to review her current situation objectively. She realized that she only needed a short break for herself — from work and her just broken-up relationship. She really needed some time to clear up her mind before moving on with her work and life. When she got her emotions settled down from her heartbreak, she started to work on improving her business’ selling points and looked for new investors that are more suitable.

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    A few months later, she told me that she finally found two investors who were really interested in her project and would like to work with her to grow the business. I was really glad that she could take back control of her destiny and achieved what she wanted.

    Your “fate” really does depend on the choices that you make. When random events happen, as they always will, do you choose to try to turn them to your advantage or just complain about them?

    What’s Next?

    Now that you’ve learned the 2 simple things you can do to take control of your fate and create your own luck. But this isn’t it! These simple techniques you’ve learned here are just part of the essential 7 Cornerstone Skills — a skillset that will give you the power to create permanent solutions to big problems in life — any problem in any area of your life!

    If you think you’re “suffering from bad luck”, you can really change things up and start life over with these 7 Cornerstone Skills. It may even be a lot easier than you thought:

    How to Start Over and Reboot Your Life When It Seems Too Late

    Thomas Jefferson is said to have used these words:

    “I’m a great believer in luck and I find the harder I work, the more I have of it.”

    Your luck, in the end, is pretty much what you choose it to be.

    More Ideas About Creating Your Own Luck

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    Featured photo credit: LoboStudio Hamburg via unsplash.com

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