Dealing With Sabotage

"Sabotage is not merely something to be avoided or washed away; instead, it comes with the territory of leading...a leader's capacity to recognize sabotage for what it is...is the key to the kingdom." - Friedman?

Friedman goes on to?explain that it is just as important to understand what sabotage is not...sabotage is not necessarily a result of people resisting the organization's specific issues, structure, or mission and goals. Rather, sabotage has to do with human nature's reaction to change, loss of some kind, and shifting balances of the relationship system. He explains that this is normal to the nature of life, which is why sabotage is normal in any organization regardless of the culture of the organization.?

Some examples that?can incite sabotage. When the leader:

1. Embraces "unconventional thinking" (outside the box, as they say), or is counterintuitive.

2. Does not always lead by, or decide by, consensus.

3. Changes direction, strategy, or shifts personnel in authoritative positions.

4. Stands up against new ideas from staff that are inconsistent with organizational core principles and values.

5. Is effective (sabotage is often a good indicator of leader effectiveness).

6. And, of course, a change in leadership can incite sabotage.

How to deal with sabotage:

First recognize that this is not easy. It is a process and not a quick fix. The leader must position oneself in the direction of where "the winds of human nature will flow." This requires:

1. Self-differentiation that allows you to be a non-anxious presence in the midst of the anxiousness of others (their resistance/sabotage).

2. A well-defined presence that will act as the immune system to the whole organization...this means leader integrity.

3. A paradoxical presence – meaning, though you are standing up to the resistance, you are not coercive, manipulating, reactive, borrow from your power as the boss (demote or fire people), or invasive with others.?

?This is why personal growth in our emotional?maturity is so important. It allows us to respond and not react in an autocratic or arrogant way. Trying to force and/or will resistors to change has not proven to be effective.?

The metaphor Dr. Friedman uses is that of an electrical transformer.

· A transformer can receive electrical current and cause it to dramatically increase or decrease (Cause the anxiety in the room to go up or calm down)

· This non-anxious presence that brings the anxiousness down is not easy but can be done as we leaders grow in our emotional maturity.

· The trick is to be in touch with our resistant staff - without buying into or allowing ourselves to get caught in the web of their anxiousness.? ? ?

? "...it requires staying in touch without getting "zapped". Anyone can remain non-anxious if they also try to be non-present. The trick is to be both non-anxious and present simultaneously."

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