From Chapter 13
SENIOR LEADER SPECIAL: EMPLOYEE MANIPULATION
Manipulating with appreciation and meaningless rewards
Anyone who is not a senior executive is requested to log off this chapter. We are going to be discussing manipulation strategies and insights into our deviousness will give you an unfair advantage.
Great, now that we only have top management reading, here goes: employees need to be kept motivated and engaged, at least occasionally. It’s a waste of time because they are really not important. While most corporations rhapsodically claim that their people are their most important asset, it is all bollocks. The most important asset of Google is its search algorithm—if that were to suddenly vanish, all their so-called most important assets would be sitting around doodling home pages in Mountain View. Likewise, the most important asset of Coke is its secret formula. The most important asset of Apple is its products. As the pointy-haired boss in Scott Adams’ The Dilbert Principle states, employees are in fact the corporation’s ninth most important assets, right after carbon paper.
That said, you still might have a few foot soldiers who need to be kept suitably engaged and it’s imperative that you identify them rather than waste your efforts in keeping everyone charged up. You can either use complicated psychological tools and personality tests or simply adopt the Job Be Damned Boffins and Bozos grid to pigeonhole all your employees.
Motivating the Boffins
Once you have classified all your staff, focus on motivating the boffins.
- Pretend to care about their development
Employees want to believe that someone gives a damn about them so act as if you do. Learning motivates early careers so pretend to share your vast experience—gift the latest management book or have them attend some wishy-washy training programme. Middle management professionals crave increased responsibility—ironic given that one’s sole objective should be to avoid work. Send them on international jaunts, award home-printed certificates and write them LinkedIn recommendations—anything that looks like a progressive step in their career will keep them motivated. The downside of investing in employees is that it makes them more marketable and they might leave to join competitors. However, effect drug-induced amnesia as part of the exit formalities—the ungrateful wretches should forget everything that they learnt at your expense.
Boffins: Must-have employees with useful skills and attributes
|Divers||Enthusiastic and eager to please; they dive straight into a project and get it started|
|Systematics||Masters at organization, creating flow charts, to-do lists, pros and cons columns and schedules|
|Coordinators||Enjoy directing things along and putting some order into chaos|
|Specialists||Experts in one particular subject|
|Conscientious doers||The engine of every team and the ones who do all the real work|
|Glib communicators||Great at articulating complicated concepts to the people who matter|
Bozos: Useless dead-weights who do more harm than good
|Gyaani babas||Spout theoretical wisdom unbacked by execution capabilities|
|Naysayers||Party pooping, energy-draining pessimists who have all the reasons why your plans won’t work|
|Socialists||Mother hens who don’t care about what gets accomplished as long as everyone is happy and participating|
|Conspiracy theorists||Everything about the organization, team and task is a dark conspiracy|
|Dumbos||Double-digit Iqs who incessantly ask irrelevant questions|
|Spectators||Step back and watch, occasionally piping in with useless suggestions|
- Conduct Employee Engagement Activities
Interacting with personnel is excellent for your morale. Conduct breakout meetings, hang-outs, online chats and parties. Have the occasional whine-and-dine lunch where you swallow the unpalatable canteen food while chatting with them. Keep the interaction one way—you talk, they listen. Have a Q&A session at the end but make a mental note of anyone who has asked you controversial questions and get your revenge in the next appraisal cycle.