Prior to starting my career in IT (twenty years ago this month…seems like yesterday), I spent a little over eleven years in law enforcement as a Deputy Sheriff. Over those eleven years my assignments ranged from working a shift in the jail (interesting stories), to Assistant Director of the Training Academy, then Personnel Officer (even more interesting stories), and finally, supervisory and management positions (as many headaches as stories). To say that it was as much an education as a job is to put it mildly. I learned useful lessons about human nature and particularly about leadership.
One of the things that I learned is that leadership and management (they are related, but separate things) have patterns and anti-patterns associated with them. Just like in the realm of software development, it can be difficult to distinguish between what’s a pattern and what’s an anti-pattern (there’s an interesting discussing to be found on this topic in the classic “Big Ball of Mud”). Hammering a square peg into a round hole “works”, albeit sub-optimally. Pattern or anti-pattern?
One pattern/anti-pattern from my time with the Sheriff’s Office is what I call “The Growler”. A high-ranking member of the department was a master of this technique. When approached for something, particularly when the something in question was a signature on a purchase requisition, the default response was a profanity-laced growl (the person in question had retired from the Navy as a senior NCO) demanding to know why he should grant the request. This was extremely daunting, but I learned that the correct response was to growl back. When he growled, “%$@$ a !#&^ing $@!#*. More $%&^ing computer stuff, why the @#*& do you need this?”, I would answer, “You know when you ask me a question and I respond in five minutes instead of three hours”. This would result in a shake of his head, a “Yeah, yeah”, and most importantly, a signature.
More than just an endearing quirk of his character, it was a triage technique. If the person who wanted something tucked tail and ran, it wasn’t important. If, however, the person stood their ground, then he would put forth the effort to make a decision.
Right up front, I should make it clear that I don’t recommend this technique. First and foremost, Human Resources finds “salty” language even less endearing today than they did twenty-five plus years ago, and they weren’t crazy about it then. There’s also a big problem in terms of false negatives.
Most of my coworkers back in my badge and gun days were not shy, retiring types. Consequently, I never saw it backfire for that person. Later on, though, I did see it fail for an IT manager (and yes, while gruff, he was significantly less “salty” than the one at the Sheriff’s Office). This manager had a subordinate who would retreat no matter how valid the need. Consequently, that subordinate’s unit, one that several of us were dependent on, was always under-staffed and under-equipped. When his people attended training, it was because someone else had growled back for him. It was far from the optimal situation.
While not quite as bad as the “shoot the messenger” anti-pattern I touched on recently, “The Growler” comes close. By operating on a principle of fear, you can introduce a gap in your communications and intelligence network that you rely on (whether you know it or not) to get the information you need in a timely manner.
Fear encourages avoidance and no news now can be very bad news later.