vol.280 "Trends and Countermeasures for Those Who Don't Understand 'Job Title = Symbol.' Is Harassment the Way to Counter Harassment?"

I am not good at thinking things through from scratch on my own, but I consider myself good at taking 'useful perspectives' I've acquired and adapting them to imitate others.
One of the people I get these 'perspectives' from is Haruaki Deguchi, and a lesson from him that has been useful is that 'a job title is merely a division of roles, a symbol.'

A job title is just a symbol. In other words, even though it doesn't mean you are superior in character or have a different human status, there are some higher-ranking individuals who, for some reason, want to act bossy.

So, what do you do when you encounter one? There aren't many people who can stand their ground firmly in a one-on-one situation. I think it is meaningful to think about countermeasures in advance.

◆ 'Trends and Countermeasures' for higher-ranking individuals who don't understand.

The countermeasure is to make them understand that 'their (the person with the title) position is not that secure.'It is to make them realize that 'we also have means to counter you'.

Saying 'make them realize' sounds a bit ominous, but I will introduce methods that I have actually tried or experienced that were effective.

1. Get up and leave.

Stop explaining the plan you are trying to get approval for and get up from your seat. Say, 'Oh, I see. Then never mind,' and stop talking.
After that, do not reschedule.
Either leave that plan as it is, or advance the phase to explaining it to a higher decision-maker (the boss's boss).

When a work plan doesn't progress, the one who is actually in trouble is the boss, not the subordinate.
If you can think, 'Oh, I see, do whatever you like,' then choose the former: leave it alone. If you think it is for your own sake, or for the sake of the customer or the organization, then choose the latter: move forward.

*The concern here, I think, is the 'risk of retaliation later.' I will write about that in another article.

2. Coordinate through horizontal lines.

Instead of one-on-one, bring it into a one-to-many format. Share the events among subordinates and team members and take countermeasures.
・Always go in a group when explaining. Not out of consideration, but to assert that 'we are listening right here.'
・Speak to that boss with a bit of distance, while maintaining politeness. Control that distance.

It is important to let them sense that 'everyone has started coordinating,' but without leaving any evidence, and without giving them a reason to stop that behavior (the behavior itself is fine and cannot be criticized).
One-to-many is definitely more effective than one-on-one.

3. Have someone they can't say no to speak for you.

Ask a senior colleague whom the boss respects or cannot say no to, to give them advice. The point is that this senior colleague is a subordinate of the boss.

Consulting that senior colleague is also a set that includes thinking about the strategy of whether to go alone or as a group.
You should also anticipate in advance whether they will accommodate detailed requests, such as whether it is okay to say 'I heard from so-and-so (you)' or if you should ask for anonymity (*).

*By the way, when I am in the opposite position—asked to 'give a word of caution'—unless it is specifically okay to mention the name, I say 'I saw it in a dream' so that no pressure is put on the person later.

4. "Tattling" to a higher-level supervisor.

Tell your supervisor's supervisor. Do it secretly, or cheerfully "tattle." Similarly, consider whether to make a one-on-one appointment or go as a group.
Assessing the higher-level supervisor's character, personality, and whether they are likely to maintain confidentiality is even more important than when dealing with a senior colleague as in step 3. If you misjudge this, they might just tell your supervisor directly, leading to your supervisor holding a grudge or siding with them, which could result in you being harassed by double the pressure.

Generally, high-level managers and executives like being consulted or relied upon by their subordinates or the younger generation. If you ask them seriously so that your message is clearly conveyed, there is a high possibility they will act effectively.
However, if you have a choice, it is best to choose from multiple candidates.

5. Keep a record.

Communicate in a way that leaves a record, such as via email with multiple people copied (refer to steps 2, 3, and 4 for who to include). For example, confirm things by saying, "Is it correct to assume this matter is cancelled?" You could also bring it up during a team-wide regular meeting by saying, "By the way, about that matter..."
The goal is not to get confirmation, but to make them speak clearly in front of many people.

If the situation is truly serious, record it. You can record it openly. Even then, it's best to add a "reason that can't be blamed," such as, "I'm not good at summarizing meeting minutes, so I make it a habit to record them."

* Depending on their personality, it's also an option to silently push the record button and place it on the desk.

* * *

To repeat, there are not many people who can take a strong stance alone against a "powerful superior." So, I have introduced some examples of countermeasures.

The common point is"creating a one-versus-many composition."They act that way because they think the "other party is in a weak position," so if you can make them think that you might actually be the stronger one, there is a high possibility of improvement. Even if it doesn't lead to improvement, if they start to hold back, you will at least be freed from unnecessary stress.

While they are doing the "job of a supervisor," I do not recognize any "right" for them to refuse to listen to explanations or to take a grumpy attitude toward subordinates, so I take countermeasures even one-on-one when necessary.
This is because I know they cannot fire me, cut my salary in half, or transfer me.

Another common point is"always acting within the scope of the rules."Create a siege network within a range that is "legally unproblematic." Deviating from the rules or taking premature actions is disadvantageous because it gives the other party an excuse to stop you.
"We also apply pressure with countermeasures within the legal scope." To put it bluntly, one might say "harassment to counter harassment."

Thank you for reading to the end.

I think it is a masterpiece of a "movie about an ordinary salaryman fighting back."