One could easily assume the proclivity to go out and do just as the title says break all the rules. The idea that great managers are revolutionaries feeds into the concept to break all the rules.. In the reality of public and private organizations breaking all the rules would not be the right thing to do. The primary focus of leadership is the ability to select talent, define right outcomes, focus on their follower’s strengths, and find the right fit. These concepts are profound but not revolutionary.
Initially breaking all the rules attracts the attention of the rebel in us all. The picture of Robin Hood righting the injustices of the big corporate sheriff seems right. The reader may at first get the impression that he or she can be the swash buckling leader coming in to set the captives free. Regrettably and appropriately, the leader must wake from the afternoon siesta and tread lightly. The manager can not come unadvisedly into an organization to upset the olive cart; especially if the stakeholders enjoy their olives. When entering into a new position, one would be best served to do no harm. The title of this blog seems to encourage leaders to break all the rules; however, the premise is great leaders are those who simply know how and when to do the right thing. Not so much about breaking all the rules rather try to release courageous people from the constraints that organizational bureaucracy brings.
Organizational Bureaucracy Changed the Rules
Rev. Al Loma
Many in business quickly come to realize that he who writes the check is very important to one’s well being. In the online article, the dangers of a compliant bureaucracy, Kenneth Davidson writes that in place of frank and fearless advice is a culture of compliance. When the organization says jump, the response of the bureaucracy is how high (Davidson, 2003)?” Rules that were first ordained to serve those in the company become the master to be served. As a result of fear of retribution, lack of ability, or sheer cowardice managers just go along with the bureaucracy. A tight control and command system can suck the life out of your organization (Freiberg, 2005). Buckingham and Coffman are simply reminding us of what many leader managers intrinsically know. Even in bureaucracies, leaders do the right thing and do not let the rules rule.
