Yesterday I posted Part 1 of this interview. Go back and read it, then come here.
I also gave my one-word review, Excellent, with the promise to post a full-on, proper, review once I've finished reading and enjoying it. Next week, maybe.
5. Who are the perpetrators of these acts of sabotage?
In the same way that no organization is immune from its impact, no individual is immune from succumbing to at least some act of sabotage at some point either. It can creep into all of our behaviors, even as we rail against it, and it occurs at all levels of an organization, including boardrooms, executive suites, conference rooms and anywhere else. While the circumstances surrounding the sabotage behaviors may differ, CEOs and other leaders can be just as susceptible to engaging in sabotage behaviors as anyone else. That being said, there are always those individuals who others know are holding back progress, creating enormous frustration around them.But it’s hard to do anything about it, since their actions are seemingly beyond reproach. So there’s little in each of us,and one or more major saboteurs in almost every organization.
6. Are they intentionally trying to take down their organizations?
Fortunately, very few people start their day by trying to figure out how they can best sabotage their workplaces. The vast majority of organizations aren’t staffed by individuals with evil intentions. If you are currently working in such an entity, this would be a good time to head quickly for the exit. Our fight is not nearly so much about rooting out the evil saboteurs as it is about impeding the growth and impact of sabotage behaviors. There’s a big difference. It’s not intended to be a witch hunt.
7. What is the most common sabotage tactic you see? How does one root it out?
Two particular behaviors vie for the “Most Common Sabotage Behavior” prize. The first is “sabotage by committee”, and the second is “sabotage by reopening decisions.”
In sabotage by committee, there are four things one can do to reduce its potential damage: 1. Make the committees as small as possible; 2. Make sure that your committee appointees really do have to be there in order to make as good a decision or a plan as possible (rather than just being individuals whose points of view have to be considered); 3. Give the committee a clear deadline and clear deliverables at the outset, as well as a clear “sunset” date for the committee to go out of existence; 4. Put in place a default decision mechanism, so if the committee hasn’t reached its decision or completed its task on time, there is a decision that is made automatically.
To limit the second behavior, sabotage by reopening decisions, there is just one necessary rule to put in place: NO DECISIONS CAN BE REVISITED UNLESS NEW AND RELEVANT INFORMATION HAS BECOME AVAILABLE. End of story.