Sabotage Pattern #10: Always Advocate “Caution”
Like with the previous techniques, you do not want any decision to be made. What is decided may actually be worked on and we cannot allow that. So, when — eventually — something gets decided, try to change the decision by advocating “caution”, pointing at possible “risks” and “protecting the company from harm”. Insist on further discussion — preferably by planning new meetings to tackle the subject or by referring the matter to a committee.
This technique is especially useful when dealing with innovations or other new stuff. You can point at various risks connected to innovating — wasted money, not fulfilling clients needs, taking “senior resources” from their current assignments. When in contact with an innovative idea, suggest a in-depth analysis, market survey or just plainly dismiss the idea as not feasible (you can use the we have tried this in the past and it did not work approach).
What advocating caution does is that it slow downs every change, every new idea. Connected to that, it also de-motivates anyone who generates ideas, because they never see any of them accepted or even acknowledged. So instead of having teams of highly motivated and engaged people you end up with having people who only do what they're told to do and they do it “mechanically”. In a highly connected, competitive and dynamic environment, that can (and will) kill a company.
For the saboteur—who is seen as the one who is thoughtful and analytical—it could lead to promotion, because senior managers like people who seem to be in deep thought about how to help their company all the time whilst taking almost no risk. That's also why they hire consulting companies.
Recognition
- Look at how the company approaches innovative ideas. Do they usually require some formal approval and validation process?
- Try and measure queue lines you have. The longer the queue lines, the slower the actual delivery is and the fewer satisfied clients of your products.
- Listen for classical signs of this sabotage technique like “this needs more thinking”, “good idea, but our clients wouldn’t use it”, “we have tried something similar and it didn’t work out” or “we have more important things to do than this nonsense”.
Removal
- Look at people who are constantly blocking innovation and advising caution and try to move them out of the way.
- Give control. Try to minimize unnecessary decision making, especially along the hierarchy.
- Try to create regular ShipIt days to promote innovation and generate new ideas for your business.
