By Tony Samson
COMMUNICATION CAN be indirect. Words uttered especially by leaders need not be taken literally. They may be coded with body language emphasizing (pounding on the table) or contradicting (wink of an eye) what is being ordered with a loud voice for eavesdroppers to hear.
“Signaling” is a management watchword. It means consistency with a brand image or a value system by being ever mindful of unintended messages. A quickly deleted tweet over a small island can torpedo the marketing efforts (and revenues) of a professional sports league in another country.
Leaders can signal preferred directions, even by expressing contrary declarations of policy. The gift for “reading between the lines” is prized in a subordinate. The public pronouncements of transparency and integrity need to be outwardly practiced. And yet, certain decisions need to be made which require some bending of the rules. A leader would rather delegate this downwards, but not too explicitly.
Is a job offer to head a major initiative against drug abuse to be taken seriously?
Reading between the lines and deciphering the meaning of blank spaces separating words require a subtle reading of signals. The trick of seeming to contradict the boss in an independent move but furthering his hidden agenda is a delicate balancing act.
When a CEO receives an unsolicited service contract involving a known acquaintance of his in a transaction, he will publicly instruct the subordinate in charge of the bid process to avoid the accusation of nepotism and independently decide on the strict merits of the case. This overly emphasized policy pronouncement provides a clue for the faithful vassal to connect the dots. The decision is packaged as an independent judgment against the boss’s explicit (but disregarded) orders not to favor a relative. (She is not really related by blood, but merely a town mate.) And although she does not offer the lowest cost, she dresses well, and is very persuasive.
Isn’t a subordinate who truly understands what the boss wants someone to be prized?
CEOs who loudly they profess welcoming criticism, independent thinking, and vigorous dissent in meetings, can make known to a close circle of intimates (including the one serving coffee) that the personality fitting this description really pisses him off. (I get a headache when he opens his mouth.)
Such a signal reaches the corporate hit man who takes his cue and proceeds to implement the un-ordered but devoutly wished outcome. Soon, the fall of the loudmouth is greeted a little sadly by the boss — it’s too bad that we are now deprived of such an independent point of view. But it’s surely a lot quieter in the office — can you turn down the volume of my playlist?
Still, history records the possibility of mixed signals. The 12th Century tale of Thomas Beckett and his king, Henry II is the classic case of vassals trying too hard to please their master. Henry publicly despaired of the independence of his friend and appointee. Offhandedly, he declared, “Will no one rid me of this troublesome priest?” Seeming to have been given the signal, certain nobles conspired to kill Beckett in his own cathedral. Henry was remorseful at this turn of events which he seemed to precipitate, and made a pilgrimage to Rome for the Pope’s forgiveness.
It is the fate of overeager subordinates who on their own implement an unexpressed order (maybe even a contrary one) to deal with the consequences. In case their action turns sour, the chief washes his hands of the responsibility. And the subordinates take the fall.
What refuge is there for the underling who seems to go against the publicly expressed wishes of his boss? The defense that one has unfortunately misread the signals is the fate of a bumbler who must justify actions that seem to have been independently taken on behalf of the boss.
Getting the message across should be straightforward. Shouldn’t a man be taken at his word? Sadly, what public figures say in speeches and interviews are not always what they mean. But telling the difference between pronouncements and real wishes can be a hazardous undertaking for those currying favor with the boss.
Maybe, it’s better to just take the chief at his word and reconfirm what he meant… or if he meant it. Denials can come later.
Tony Samson is Chairman and CEO, TOUCH xda.
ar.samson@yahoo.com
