I know you don’t like such articles and now you will downvote. But at the recent conference, the topic of seizing power within the organization, for some reason, interested listeners the most. Asked to state at least one method.
It’s a sneaky trick, but, for some reason I don’t understand, it’s very effective. So much so that I stopped using it (this phrase is for the guys from the neighboring department). I’ll say right away that I won’t give examples from real life, because. many of the participants in those events will read this text.
It can be applied from different positions. For example, if you are not a boss, but just an employee of another department. Or you are an employee of the department you want to capture. Or – the head of an adjacent department.
The goal can also vary. The main, or most common, is the complete seizure of power (you become the boss). The alternative is to overthrow the current head of this department. We can talk about dismissal, and demotion, and the loss of trust from superiors.
The first act is to find the department’s problems. Preferably – not those that are already known, but some new ones. Either to find something powerful directly, or simply to analyze already known problems deeper and in more detail.
The main condition of the first act is from within. You need to somehow invite yourself to this department in order to just physically be there. Remote analysis, according to indirect information, is not good – it is always easy to refute it with the phrase “you were not standing here.”
Asking for it is usually easy, at least for a programmer. You say you’re distracted in your department. Or you want a change of scenery. Or – help people with automation, better understand their work, etc. Promise to be quiet.
The second act is to come up with solutions. Criterion two. First, these decisions must be tied to you. Ideally, no one but you could or would not implement them. Secondly, these decisions should require changes in the work of the department, i.e. the involvement of the boss and, possibly, employees.
The best decisions are those that you can implement independently of your boss. This boss in particular.
The third act is to show problems and offer solutions. There are two options – the head of the department or a higher decision maker. In any case, this decision maker will be involved in the performance, the only question is in what act. In any case, it is better to start with the boss.
He will either listen to you or not. If he listens, he will either be imbued or not. But try to be persuasive. And, most importantly, remember that you do not have one attempt, this is an iterative process. It happens that the first meeting goes badly, and the second is initiated by the boss himself, when he cools down and comes to his senses.
Convince him of your good intentions. No need to pretend to be an innocent sheep and say that you are doing this only for the benefit of higher justice. Let the arguments be rational, and contain your personal interest – but not the overthrow or seizure of power. For example, you want improvements because you are connected to this department and its work does not affect you. Or you want to upgrade your change skill. Well, either you just want to do something useful and get a bonus or promotion.
If it didn’t work out with the boss, talk to the decision maker. Again, don’t hint at the current manager’s incompetence or resistance to change. You can drop that the boss may be worried about his power – sincerely say that you do not need it. You just want to help, so that – and list what they wove to the boss. About the award, experience, etc.
The fourth act (optional) – if you have not spoken to the decision maker before, then it’s time to do it. It is better to talk first yourself, then come along with the boss. It is important that the decision maker understands who is the initiator of the changes. You, let me remind you, are also their planned performer.
The decision maker must support the changes. Say and do whatever you want to support. Your arguments, proposals, estimates should be such that the decision maker agrees. And it’s not that the seizure of power depends on him.
The problem is that the decision maker who refuses to change automatically falls into the list of “bad guys”, and he knows about it. If this is not the owner of the business, then he understands that there is another decision maker above that you can go to. Only you will no longer discuss changes, but his, darling. It is better not to step on this corn, and in a conversation not to mention anything like “I will go higher” or “we will do it anyway”.
The fifth act is an idyll. You, together with the head and employees of the department, start or implement the planned changes. The main thing in this act is not to run ahead of the locomotive. It happens that it only takes a few days of hard work to implement the changes – don’t do it and don’t tell anyone that the changes are very simple. Let them go slowly, slowly, but with a visible result. Any figures, events, precedents – everything will fit, write everything down and show it.
You have a key role to play. On the one hand, don’t let change die out. On the other hand, do not do everything with your own hands, let people also participate, this is important in the fifth act. But don’t force it.
The sixth act is a break. In the fifth act, we moved gradually, slowly, without deliberately forcing events. You and your victim walked at the same speed. Now it’s time to speed up. First of all, accelerate yourself – start to be more active, especially in what you do with your own hands, in “your” part of the changes.
At first, do not express any dissatisfaction. Just speed up. It will be easy for you, because. understand why. The rest – the employees of the department and the boss – most likely, it will not even occur to them that something is happening. They will probably even be glad that you began to work “for them” better and faster. And solemnly stop to look at your progress.
As a rule, they really stop, cease to participate in changes – now you do everything. Some, by inertia, continue to do what they started, at the same speed. Extremely rare – they feel threatened and start frantically fixing everything (if this happened, you better jump off, otherwise they or you will break firewood).
The seventh act – intermediate results. They need to be collected, counted, prepared, packed. Key condition: the results should be just intermediate, not final. You need to demonstrate progress and potential (extrapolation of charts to help you).
If you make the final result, then everything will fail – they will simply shake your hand and send you on your way. Intermediate results are much better – they can be hedged.
Eighth act – open up. The most responsible of all. Facial expression and wording are very important. It’s time for you to talk to the decision maker about the intermediate results and problems that appear to exist.
It is better not to take the head of the department to this meeting. It is better not to write a letter – only a personal meeting, and without traces – speak orally.
Your speech should be in three parts.
The first is real achievements, successes, figures, graphs – everything that is. Of course, there should be something decent, and not 2% growth in six months.
The second is potential. It is not so important whether this potential is achieved by scaling or efficiency. It is important that the potential result be significantly higher than the current one.
Third – “I’m not comfortable talking about it, but I’m a little tired.” Further – without tears, but with bitterness, regret or anger that you do almost everything. And the farther, the more the load balance shifts on you. Despite the fact that you, by and large, are not a very interested person. In contrast to the one who, by position, is obliged to be interested.
There is no need to summarize. Verdicts like “let them finish it themselves”, “I demand a pay rise” or “but I’ll finish it anyway!” are not suitable.
Leave the decision maker with this information. Let him tie everything together.
The ninth act is shuttle negotiations. Nothing without this.
The decision maker will definitely talk to the boss. He will come running to you – be prepared, think over the answers and objections in advance. It seems to me that the same line that was in the conversation with the decision maker seems optimal: tired and sad, with regret and slight annoyance. You wanted to help, you spent a lot of time, but they don’t need anything. You do not mind, you will not insist, it’s just a pity for time and the results will be lost.
A confrontation is likely – it depends on the courtesy of the decision maker. The main thing, I repeat, stay in one line. You wanted to help, but you got tired of dragging everything on yourself.
Perhaps the boss will come up with exit options on the go – be very careful, do not fit into anything right away. As a rule, he offers to continue on his own under your supervision or with your advice. We can safely say that you do not know how to advise on changes – you only know how to make them. Well, in general, what will change? What was in the way before? Didn’t have a bike?
This act almost always ends the same way – you go to your place, and the boss goes to his. Under the supervision of the LPR.
The tenth act is a change in the focus of change. Don’t do anything to that boss and his department. But be sure to make changes where you find yourself. In principle, any changes are possible, but it is better – similar to those already started.
Yes, the decision maker must, simply must know about it. The goal is simple and clear: he sees that you are great, you are on fire with changes and improvements, you did not have any nasty “goal”, “plan” or “project”. You just chose the wrong object to change, and now you have found another one. And you succeed – both there and here. You are quite golden.
And the boss almost never succeeds in continuing. Because of this, he very quickly chooses a line to discredit what you did, and personally you. But the boss doesn’t know that you keep changing. He thinks he has plenty of time, so he’s not in a hurry.
While he is trying to shit you, you are already showing the result in another place. Instead of earning political points on the negative, he loses them even more, because he is clearly toxic, purposefully digging for you, although you really tried to help him. Boo, what a bastard.
It is impossible to predict exactly what the final will be like. I’ll tell you about real options from practice.
The boss can be kicked out, demoted, transferred, and you can be appointed in his place (if possible).
The boss can be kicked out, but you will not have formal changes (only honor, respect and suddenly opening prospects – just don’t click your beak here).
They can leave the head, and create a competing department for you.
If you were already the head of another department, these unfortunate people can be reassigned to you. Start by creating unbearable conditions for the past boss to run away faster – he will never forgive you.
Quite unexpectedly, the boss may come to you with a repentant head, cry, ask for friends or beg to save him by completing the changes.
You may be appointed to a permanent position or lead a change project. It is better to refuse the position (this is zitz), the project can be stirred up.
You may be asked to be an informal confidant of the decision maker, and you will immerse yourself in the most interesting, hidden, inner world of the company in which you have been working for many years.
It may not change anything for the boss and his department, but you will suddenly receive powerful support for the changes that have already begun in the new place. Seems like compensation for the inconvenience.
The main thing that you will definitely get: you will be remembered.
Yes, and theoretically: you can be fired. Out of fear or sin. In reality, I have not seen such a result, but I think it is possible.