Calling an Asshole’s Bluff

Dennis Howlett tells a great story on his blog AccMan Pro about a production director who had the courage – and skill – stand-up to his asshole boss, and the long-term positive effects that it had on the company. Here is an excerpt:

I recall one place I worked where the weekly management meetings were little more than an excuse for the MD to set traps for those he considered underperforming. It mattered not what the target for the day said, they were ‘wrong’ in his eyes. It was what I imagine to be hell on earth.

The most courageous thing I witnessed was the production director --an able and articulate gentleman - stand up part way through one such tirade and say in a quiet but firm manner: “Excuse me but I don’t have to defend myself against this kind of behaviour. If you wish to question the facts, then provide me with a basis for argument and we’ll go from there. But if you choose to continue in this manner, then you can accept my resignation right now.” You could almost hear the unspoken ‘here-heres’ from the assembled team.”

That single interjection changed things a lot around that company. What struck me at the time was that I didn’t have the courage to do the same. I experienced shame - one of the worst human emotions. What amazes me today is that I can still recall the words, circumstances, weather for the day, the colour of everyone’s suit and the fallout. Cathartic? Perhaps. Life changing - sure.

I would add two things to Howlett’s inspiring story. The first is a warning about the risks of such action. I’ve studied, worked with, and talked with many people over the years that have challenged, or thought about challenging nasty, incompetent, or unfair bosses, or about challenging a group of people in power. I always encourage people to act on their convictions, to do what they believe is right. BUT I also suggest that they consider and develop some exit options first. After all, the unfortunate fact is that – while we glorify successful rebels, deviants, and revolutionaries – their typical fate is failure and often banishment. If you are going to stand up to those in power, it isn’t a bad idea to have a plan if you fail.

 My second point is that victories against assholes like this that happen in a single, dramatic, moment are lovely to tell and hear about. We all love the idea of chalking up a massive victory with a single bold stroke. But the most effective methods for undermining and reforming a nasty boss are often far more subtle and take far longer. People who are short on power but long on patience often triumph through a strategy of small wins, piling up one seemingly trivial, gain after another until, until the balance of power eventually shifts in their favor. So even if you are planning a dramatic moment like the courageous production director in Dennis Howlett’s story, your chances of a big victory will be higher if you do a lot of little things to set the stage first, like having a series of conversations with everyone else who will be in the room before you make your stand –- to find out who agrees with you and who does not, to mobilize support, and to persuade people – one at a time -- that the time has come to take action. 

PS: I will eventually write a blog about how people who feel oppressed by assholes can adopt a strategy of “small wins” to fight back and sustain their mental health even when they are trapped with demeaning jerks that they can’t escape (at least for the time being).  But this is just one place where small wins can help. If you want to read a compelling argument, track down a copy of Karl Weick’s "Small Wins: Redefining the Scale of Social Problems," which was published in the American Psychologist in January, 1984. It is one of the most important and inspiring academic papers that I’ve ever read. I’d create a link to it, but I don’t think that would be legal! Also check Debra Meyerson’s Tempered Radicals for a great application of Weick’s notion of small wins.

 

Comments

[Bob Sutton]

And thank you Dennis! Alas, although we seem to have better -- or at least different -- language for what happens in business, most things remain much the same. I know of no evidence that organizational death rates or the failure of new products is going down... and it seems that assholes will always be with us no matter what. In any event, it was a great story and I appreciate it.

[Dennis Howlett]

Thanks for the ping Bob - I should've prefaced this by saying this was 1979 when a lot of what we understand today had not been articulated in business terms.

Our man had been talking to other management team members offline about this and was prepreared to walk if it came to the crunch. I should've said that.

As my partner says: "Always have plan B and preferably Plan C and D as well." Sage advice.

[Bob Sutton]

Robert's comment didn't appear as counted, so I am trying to add another to see if it does. Robert, yes, I agree, many great -- and horrible -- moments are years in the making!

[Robert Hruzek]

Way to go, Bob, for making those extra points! Good balance for those thinking of (or feel like they're being driven toward) making a dramatic public stand. Successful stories like this are likely a very small percentage of the total number of confrontations.

That production director's stand was a good one, but I bet he had already measured his move, and was prepared to make good his words.