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How to Break All the Rules

How to Break All the Rules

How to Break All the Rules

    Rules, they say, are meant to be broken. Not all the time, of course — we are, after all, trying to have a society here. But while rules help, most of the time, to create an orderly and well-regulated society, sometimes their lack of flexibility hinders our creativity, and thus our ability to solve the problems that confront us.

    Months ago, I wrote a post about improvisation advising readers to “Learn the rules, so you can break them.” Too often, people think that the breakability of rules means that they should be broken, early and often — and if that’s the case, it’s not worth bothering to learn them at all.

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    That’s not the case; in fact, it’s a pretty simple matter to tell the consistent rule-breaking of the ignorant and inexperienced from the proficient rule-breaking of the master. The master’s rule-breaking gains strength from her or his understanding of what the rules do, how they work, and why they are, most of the time, crucial.

    There are, one could say, rules for rule-breaking, and it is these rules (along with all the others) that the lasy rule-breaker doesn’t know or understand. Here’s an example:

    • Break the rules as a last resort. Whether you’re talking about writing and grammar, music composition, artistic composition, marketing, business management, or anything else, the rules that people usually follow exist for a good reason: most of the time, they work. Stepping outside the rules requires more energy, more forethought, more planning, and more creativity — in short, more work — and effective writers, composers, marketers, business people, and people from every other walk of life don’t lightly waste their efforts fixing what already works well. Rule-breaking is the step you turn to when the rules fail to work.
    • Rule-breaking gains its power from the strength of rules, not their weakness. The ability of the great rule-breakers to shock and amaze us — from Van Gogh to Philip Roth to Ron Paul to Steve jobs — relies on the expectations the rules create. Constant rule-breaking creates the expectation of constant rule-breaking, which pretty soon loses its appeal. Master rule-breakers walk a narrow line between genius and incoherence; inexpert rule-breakers are usually simply incoherent.
    • For every broken rule there are a dozen unbroken ones. Or a hundred, or a thousand. The ratio doesn’t matter, it’s the fact that the best rule-breakers follow almost all the rules. Consider the rules of grammar and style: almost all great writers know the value of simple sentences, a lack of unnecessary verbiage, and adherence to basic rules of grammar — and their writing is generally built around those principles, because to ignore them is to create a morass of incomprehensible gibberish. A word salad, if you will: throw everything in a bowl, toss it around a little, and slop it onto your plate.
    • For every broken rule, there is a reason. The inexperienced rule-breaker breaks the rules because s/he doesn’t know any better. The master rule-breaker breaks the rules because, after careful consideration, s/he has decided that the most effective and meaningful way to get something done was to break a rule. They have an explanation for every single step outside the accepted boundaries of the “right and proper”.
    • Accept the consequences. When called on the carpet to defend his or her choices, the ignorant rule-breaker is defensive and feels put upon. S/he tries to wriggle out of the consequences, seeing them as “The Man’s” effort to keep her or him down. The master, on the other hand, embraces the consequences, knowing that s/he was right to make the decisions s/he made — or that, if those decisions turned out to be wrong, that s/he made them in good faith and for the right reasons.

    There’s a scene in Kurt Vonnegut’s Bluebeard that sums up perfectly this approach to the rules. Rabo Karabekian, an artist reknowned for his giant canvases covered with single colors of household latex paint applied with a roller, is talking with his friend Slazinger in his studio:

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    “Tell me, Rabo–” said Slazinger, “if I put on that same paint with the same roller, would the picture still be a Karabekian?”

    “Absolutely,” I said, “provided you have in reserve what Karabekian has in reserve.”

    “Like what?” he said.

    “Like this,” I said. There was dust in a pothole in the floor, and I picked up some of it on the balls of both my thumbs. Working both thumbs simultaneously, I sketched a caricature of Slazinger’s face on the canvas in thirty seconds.

    “Jesus!” he said. “I had no idea you could draw like that!”

    “You’re looking at a man who has options,” I said.

    For the “wild child” who just can’t be bothered to learn the rules, because they were meant to be broken anyway and because his or her creative spirit is too strong to be held down by rules, man, there are no options. There is only a string of broken rules and all the misunderstanding, chaos, and incoherence that goes along with them. The master, though, knows that the rules are not only options, but usually the best options. And when they aren’t, s/he knows. S/he has in reserve what Karabekian has in reserve: true mastery.

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    Last Updated on March 29, 2021

    5 Types of Horrible Bosses and How to Beat Them All

    5 Types of Horrible Bosses and How to Beat Them All

    When I left university I took a job immediately, I had been lucky as I had spent a year earning almost nothing as an intern so I was offered a role. On my first day I found that I had not been allocated a desk, there was no one to greet me so I was left for some hours ignored. I happened to snipe about this to another employee at the coffee machine two things happened. The first was that the person I had complained to was my new manager’s wife, and the second was, in his own words, ‘that he would come down on me like a ton of bricks if I crossed him…’

    What a great start to a job! I had moved to a new city, and had been at work for less than a morning when I had my first run in with the first style of bad manager. I didn’t stay long enough to find out what Mr Agressive would do next. Bad managers are a major issue. Research from Approved Index shows that more than four in ten employees (42%) state that they have previously quit a job because of a bad manager.

    The Dream Type Of Manager

    My best manager was a total opposite. A man who had been the head of the UK tax system and was working his retirement running a company I was a very junior and green employee for. I made a stupid mistake, one which cost a lot of time and money and I felt I was going to be sacked without doubt.

    I was nervous, beating myself up about what I had done, what would happen. At the end of the day I was called to his office, he had made me wait and I had spent that day talking to other employees, trying to understand where I had gone wrong. It had been a simple mistyped line of code which sent a massive print job out totally wrong. I learn how I should have done it and I fretted.

    My boss asked me to step into his office, he asked me to sit down. “Do you know what you did?” I babbled, yes, I had been stupid, I had not double-checked or asked for advice when I was doing something I had not really understood. It was totally my fault. He paused. “Will you do that again?” Of course I told him I would not, I would always double check, ask for help and not try to be so clever when I was not!

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    “Okay…”

    That was it. I paused and asked, should I clear my desk. He smiled. “You have learnt a valuable lesson, I can be sure that you will never make a mistake like that again. Why would I want to get rid of an employee who knows that?”

    I stayed with that company for many years, the way I was treated was a real object lesson in good management. Sadly, far too many poor managers exist out there.

    The Complete Catalogue of Bad Managers

    The Bully

    My first boss fitted into the classic bully class. This is so often the ‘old school’ management by power style. I encountered this style again in the retail sector where one manager felt the only way to get the best from staff was to bawl and yell.

    However, like so many bullies you will often find that this can be someone who either knows no better or is under stress and they are themselves running scared of the situation they have found themselves in.

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    The Invisible Boss

    This can either present itself as management from afar (usually the golf course or ‘important meetings) or just a boss who is too busy being important to deal with their staff.

    It can feel refreshing as you will often have almost total freedom with your manager taking little or no interest in your activities, however you will soon find that you also lack the support that a good manager will provide. Without direction you may feel you are doing well just to find that you are not delivering against expectations you were not told about and suddenly it is all your fault.

    The Micro Manager

    The frustration of having a manager who feels the need to be involved in everything you do. The polar opposite to the Invisible Boss you will feel that there is no trust in your work as they will want to meddle in everything you do.

    Dealing with the micro-manager can be difficult. Often their management style comes from their own insecurity. You can try confronting them, tell them that you can do your job however in many cases this will not succeed and can in fact make things worse.

    The Over Promoted Boss

    The Over promoted boss categorises someone who has no idea. They have found themselves in a management position through service, family or some corporate mystery. They are people who are not only highly unqualified to be managers they will generally be unable to do even your job.

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    You can find yourself persistently frustrated by the situation you are in, however it can seem impossible to get out without handing over your resignation.

    The Credit Stealer

    The credit stealer is the boss who will never publically acknowledge the work you do. You will put in the extra hours working on a project and you know that, in the ‘big meeting’ it will be your credit stealing boss who will take all of the credit!

    Again it is demoralising, you see all of the credit for your labour being stolen and this can often lead to good employees looking for new careers.

    3 Essential Ways to Work (Cope) with Bad Managers

    Whatever type of bad boss you have there are certain things that you can do to ensure that you get the recognition and protection you require to not only remain sane but to also build your career.

    1. Keep evidence

    Whether it is incidents with the bully or examples of projects you have completed with the credit stealer you will always be well served to keep notes and supporting evidence for projects you are working on.

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    Buy your own notebook and ensure that you are always making notes, it becomes a habit and a very useful one as you have a constant reminder as well as somewhere to explore ideas.

    Importantly, if you do have to go to HR or stand-up for yourself you will have clear records! Also, don’t always trust that corporate servers or emails will always be available or not tampered with. Keep your own content.

    2. Hold regular meetings

    Ensure that you make time for regular meetings with your boss. This is especially useful for the over-promoted or the invisible boss to allow you to ‘manage upwards’. Take charge where you can to set your objectives and use these meetings to set clear objectives and document the status of your work.

    3. Stand your ground, but be ready to jump…

    Remember that you don’t have to put up with poor management. If you have issues you should face them with your boss, maybe they do not know that they are coming across in a bad way.

    However, be ready to recognise if the situation is not going to change. If that is the case, keep your head down and get working on polishing your CV! If it isn’t working, there will be something better out there for you!

    Good luck!

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