We were discussing a process at the office this week and a co-worker of mine mentioned people “getting written up” for not following proper procedures. Hearing that phrase caused me to experience a deep feeling of nausea, disgust, panic, and a number of other unpleasant sensations. I absolutely detest hearing the term “write up” in the context of a performance management system. There isn’t anything wrong with documenting employee behavior, mind you, but using the threat of a “write-up” as a way to manage employee performance is almost always an indication of an ineffective, immature manager. A good manager should never need to use threats that sound like they came out of a fourth grade classroom to get his employees to do his bidding.
So, as I stewed over the idea of a “write-up” my thought bubble drifted to a similar term, one that I find even more offensive: Insubordination.
Sure, we all hear it. “Well wouldn’t it be insubordination if my employee turns in his paperwork late?” or “Finish that repair or I will write you up for insubordination.” What do we mean by insubordination, though?
The term insubordination has its origins in the highly-regimented, heirarchical leadership structure of the military. Military insubordination is defined by the UMCJ in Article 91 as willfully disobeying the lawful order of a superior. In the context of the military, in which the front line is expected to obey the orders of their superiors without question, the concept of insubordination might have its place. In a modern workplace, in which collaboration, ideas, and creativity should be fostered and encouraged, it is hard to think of a time in which a person could truly be insubordinate.
For example, let’s say that Susan is an account manager for a technology company. If Susan is told by her boss that a certain report needs to be delivered by Friday, and Susan responds by telling her boss that, because of other business priorities, it is not reasonable for her to have the report completed on such short notice, she is most certainly not being insubordinate. Engaging in a discussion about deadlines, business needs, and prioritizing tasks is an important part of why Susan is in her organization–she is there to add her brainpower to the discussion.
The only way I could Imagine Susan being insubordinate in this example is if she were to tell her manager “Go to hell. I’m not doing your stupid report and there is nothing you can do about it.” Because insubrdination is such a serious accusation with serious ramifications, it must only be applied to the most serious and extreme circumstances. As I look back at my career, I honestly cannot think of one time that I ever witnessed bona fide insubordination.
The bottom line is that if you need to throw out terms like “insubordination” and “write-up” to get your employees to follow the course that you have set out for your team, then you are doing something wrong. Its okay, we understand. You are probably just doing to your employees what someone once did to you. But you can break the cycle. I would humbly suggest that you read The Leadership Challenge. It is a great book with leadership advice based on solid research.
You don’t have to resort to threats and loaded language to have a successful team.
I wholeheartedly agree. When I hear someone tell me that they were disciplined (written up) for insubordination, it never signals to me that the employee was truly defiant. Most often it signals that management has either lost its handle on training, or that the manager is out of control.
Having been raised on loaded language and empty threats, I too bristle at these words. I get the urge to raise my fist in the air and hold my Emma Goldman text over heart.
From my perspective, too-strict ‘process’ is the quickest way to develop a culture of insubordination. From our perspective at Maximum Business Advantage, strict ‘process’ is often at the root of a poor customer experience, and the customer-facing person is often as uncomfortable and unhappy as the customer receiving lousy service at the hands of ‘process’ and ‘procedure’ and “the system won’t let me (do the right thing).”
In Susan’s case, is the report that she is trying to avoid an internal report? (probably yes) Are her other priorities client deliverables or work that will impact the client directly, or indirectly by thwarting a customer-facing employee from having Susan’s required input? If so, then Susan’s boss should be flogged mercilessly for his or her inflexibility. If ‘process’ prevents Susan’s boss from doing the right thing, then delegation goes up the chain of command – merciless flogging for the dunderhead manager (NOT leader, regardless of title) that is ultimately responsible for the bass ackwards perspective and failure to prioritize the client/customer as the reason for the business.
By the way, the military analogy is aptly juxtaposed with a fourth grade classroom. Our education system is based on the Prussian model, which was designed to create soldiers. Soldiers who follow orders, do not question superiors, do not complain, and subordinate themselves to authority. Like an assembly line worker, or a cubicle dweller. Not like an entrepreneur. Not with an independent or fully functioning mind.
Great post. I liked it. Thanks.
Thanks, Jim. Wow, I thought I was the only one who sees the core problem of our educational system being its roots in the Prussian model. The system is designed to create mindless cogs, and it is debatable whether the people who get hurt more are the front-line employees or the customers.
I just came across this entry… you have no idea how applicable it is to my current situation! All I’ll say is that I agree wholeheartedly with your assertions, based on observation and personal experience. The comment above, “Most often it signals that management has either lost its handle on training, or that the manager is out of control” is sadly, too often true, and they are the ones least likely to recognize their bad behavior because they are acting for “the good of the institution” or in the name of efficiency, etc. It would be nice to have more leaders and fewer managers… we might actually get something interesting accomplished!
I’ll definitely check out the book.