Some executives are famous for letting others do their “dirty work.” You know who they are in your organization. This approach could be used to send tough messages, probe for motives, or hide their hand till the last minute; without becoming the person to blame if conflict spreads<\/em>. The messenger becomes the scapegoat.<\/p>\n

Trouble is, people are quick to catch on, and they will take steps to counter this behavior. This invariably leads to drop in trust.<\/p>\n

Executives (and senior managers and those in leadership positions) will do well to remember that the medium is the message<\/a>. Nothing, absolutely nothing can change the fact that a policy issued by an executive has the force of law. The same uttering by a lowly individual contributor, no matter how intelligent, no matter how respected, no matter the logic and research, will not<\/em> have the same impact. Because “the boss” has and always will carry the most weight in the organization.<\/p>\n

Your options are to become the boss (and watch what you say very carefully) or frame up the script for the boss to deliver. The latter works well because of the corporate maxim<\/a>, “If you want to prosper, \u00a0make your boss look good!” The latter strategy if done in a healthy win-win manner, will broaden your perspectives and prepare you for higher responsibilities.<\/p>\n

While it is true that reducing workload for your boss is rewarded (another corporate maxim<\/a>), communicating policy is not to be undertaken by anyone other than “the boss.”<\/p>\n","protected":false},"excerpt":{"rendered":"

Some executives are famous for letting others do their “dirty work.” You know who they are in your organization. This approach could be used to send tough messages, probe for motives, or hide their hand till the last minute; without becoming the person to blame if conflict spreads. The messenger becomes the scapegoat. […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_s2mail":"no"},"categories":[17,19,6,12,13],"tags":[],"_links":{"self":[{"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/posts\/776"}],"collection":[{"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=776"}],"version-history":[{"count":8,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/posts\/776\/revisions"}],"predecessor-version":[{"id":784,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/posts\/776\/revisions\/784"}],"wp:attachment":[{"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=776"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=776"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=776"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}