Control is an Illusion
July 18th, 2006Horstman’s Fourth Laws is, “Control is an Illusion.” I wrote it one day after I had been asked to describe the difference between management and leadership (for the hundredth time). Every resource I read said or implied that management was about “control”.
If you think your managerial role is to control your team, you’re sadly mistaken.
You don’t control your team… unless you’re comfortable admitting that your boss controls you. What’s more, if you still think you control your team, I promise you that they KNOW you think that, they KNOW you’re wrong, and they REALLY don’t like you.
REALLY.
There is a saying, “we do not inherit the earth from our parents, we borrow it from our children.”
As a manager, you don’t inherit control from the company. You borrow influence from your team.
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July 18th, 2006 at 8:03 am
Absolutely agree.
By the way, I’m sure someone else asked what Horstman’s Laws were, but I cannot find the query in the discussion forums, so don’t know if there was a reply.
Mark, would / could you please post them in the sidebar?
July 18th, 2006 at 3:35 pm
I agree as well. I work with a manager who believes that he controls his people much in the “square peg, round hole, big hammer” manner (Hit said square peg with said big hammer to make it conform. If it doesn’t work the first time, repeat hitting process to gain compliance or break the peg.)
This goes in the same file as the difference between power and influence. I choose influence every time.
I concur about the ‘official’ listing of Horstman’s Laws. They always seem to pop up in the podcasts when I’m in the car and I can’t jot them down without risking my life.
Mark, are you saving these for your book?
July 18th, 2006 at 5:03 pm
Ahh, the dreaded “Where the heck are Horstman’s Laws” query.
We’ll be making them available shortly, promise.
Mark
July 18th, 2006 at 5:54 pm
KC-
Nope, not saving them. We’re going to give you all a copy if you want one…just dotting the i’s and crossing the T’s.
The guy you’re describing sounds like a boss who loves “KITA” management.
Mark
July 19th, 2006 at 6:12 pm
Totally agree. What I think of control is that it is used by manager who lack confidence, knowledge and trust about their own skill and the ones of their team.
As a young manager, I always been very careful about “using control”. If you use control over your team, they dislike you. If you use collaboration and influence when leading the team, they admire you.
My point of vue.
aL.
July 25th, 2006 at 8:26 pm
Hi Mark,
I am really enjoying your blog and the podcasts. This post about control is especially relevant in Japan. Here managers often talk of staff who need to be motivated one of two ways. Homeru type (praise them) or shikareru type (reprimand them). The managers I see seem to think everyone falls into the second group. Certainly a manager who thinks he/she has a right to reprimand his/her staff is delusional about control. These managers then expect their staff to then respect them.
Any advice on how to counter this belief?
July 26th, 2006 at 1:23 am
If they don’t work for you, there’s very little you can do. (If they do, let me know, and I’ll expand).
The best thing to do is to do it the way you believe in. Get to know them, ask for their input, show respect for them before you expect them to respect you, honor their inputs.
The way to change ANY organization is to start with an EXAMPLE.
Mark
November 3rd, 2006 at 5:36 am
Mark
You promised!
I know you guys are busy but a short article listing Horstman’s Laws (with perhaps a brief explanation) would be REALLY appreciated.
Keep up the good work.
Chris