Typically when someone hears the word “manipulation,” they immediately think of situations in which they have survived being manipulated, that were almost always a negative experience. Most people will tell you that leaders and managers who use manipulation are some of the least desirable people to work for, and that good and great leaders would never resort to such tactics. I must say that I agree, because I, too, have experienced this kind of manager, and I agree it is not a pleasant experience. Manipulation, particularly in its common and current perceived definition, is one of the worst methods to manage, let alone lead, others. It should be avoided for a host of reasons.
Interestingly though, one of the definitions from the dictionary paints a totally different picture, especially if you take it at face value and not based on any past experience. The definition is, “skillful or artful management.” Is it possible that one can manipulate circumstances and resources in a positive way? Can an effective leader take hold of the tools available to them and manipulate them for the advantage of their organization and the individuals within? Has manipulation as an action gotten a bad rap? I’m not trying to coin a new phrase or start a movement here, nor advocate the use of manipulation, but I’m wondering if there is a way for us to see a bright streak in what is definitely viewed as part of the dark side of organizational leadership.
For a moment, think of the many effective actions leaders can take to affect the outcome of a organizational challenge, team situation, or team member’s performance. Incentives, praise, encouragement, and more can be highly beneficial in moving from one point to another, or achieving an organizational or individual objective. These positive actions actually can be used skillfully and artfully to manipulate a negative situation into a positive one, though I’m not sure we can ever overcome the stigma attached to the word.
Jack Hayford, in his 2001 book The Leading Edge, speaks of how passion, if not used well, can become highly manipulative. It is an excellent example of how a positive attribute left unchecked can become a destructive force rather than a positive contributor. However, Hayford states, “Purified passion seen in a leader cannot be justly accused as manipulation. A leader only manipulates when he seeks to get people to do what he wants them to do for his best interests – a leader leads when he seeks to get people to do what is best for theirs.” Read the second sentence again. In this Hayford clearly spells out what makes the difference between the positive and negative use of manipulation. It all comes down to the motive of the manipulator. Is it for “their benefit” or what is best for others? Will the manipulation result solely in the leader’s gain or will the benefit spread to the entire organization, team, and individuals involved. Motive matters.
I was recently asked what actions I would take in order to influence team members to buy into an organizational vision and align their actions with the desired direction of the whole team. In a sense, the question was, how I would manipulate the circumstances, resources, and stakeholders artfully and skillfully to achieve the desired objective. My answer had everything to do with mission. I believe that the foundational need for any group that requires an improvement in alignment is to make sure that everyone hears, understands, and adopts the mission of the group. It is only when every member does so that an organization moves forward. In order to do this, the mission must be taught, repeated, referred to, celebrated, printed, and anything else that can be done to embed the mission into the heart, mind, and soul of every team member. Of course, there is always the chance that some members may still resist the buy-in, but that’s a whole different conversation, and in some cases no amount of positive or negative manipulation will fix the problem!
Manipulate, but in the right way, and I would suggest that you call it something else!
Lead well.