On Organizational Coups d'Etat

Working for an incompetent dolt is both frustrating and career-dangerous. But attempting a coup d'etat — usually by confronting your boss's boss with a list of grievances — is probably worse. Here's why.

If your boss really is a dolt, look above

True incompetence is obvious to all, including your boss's boss. When people have been in place for some time, something is likely keeping them there. Chances are that the bosses of incompetent bosses are either content with incompetence, sometimes for strategic reasons, or incompetent themselves. Any coup that depends for success on decisive action by the boss's boss is likely to fail.

If you fail, you pay

If you take action, and it fails, expect retribution in the form of anything from undesirable assignments to termination. Is the risk really worth it? Wouldn't it be better to just move on to a new position? And there's also this: retribution can come your way even if you succeed.

It really isn't in your job description

Your job description probably doesn't include formulating corrective action for performance issues for people you don't even supervise. When you find yourself taking actions that don't fit your job responsibilities, you're taking risks that probably won't pay off.

What you can do to others can be done to you

Do you want to stay
in an organization where
coups, legitimate or not,
do succeed?

Even if you succeed, you've got a problem, because you're now working in an organization where coups can be successful. Everyone will understand that, including the people you supervise. That isn't bad in itself, until you realize that not everyone tells the truth all the time, and not every coup will be truly "justified." Do you want to stay in an organization where coups, legitimate or not, do succeed?

There are two exceptions that I believe might justify action.

Legal liability for you and possibly for the organization

If doing nothing exposes you (and possibly the organization) to legal liability, and especially to criminal liability, seek the advice of an attorney. If your concerns are real, you'll probably be advised to express them in writing to your boss's boss, and you might even be advised to resign as well.

Ethical violations

Ethical concerns are similar to legal issues, but generally the ethical constraint is tighter than the legal constraint. Consult an ethicist or coach. Recognize that while inaction doesn't necessarily expose you to legal consequences, it could nonetheless end your career due to licensing or certification consequences. And just as with legal liability, registering ethical concerns has more impact when accompanied by resignation.

If you're even thinking about a coup, you're probably pretty unhappy where you are. Take a look outside the organization. Can you find a thrilling and rewarding position elsewhere? It's a big world out there — take another look.  Top    Next Issue

Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

What Insubordinate Nonsubordinates Want: II

When you're responsible for an organizational function, and someone not reporting to you won't recognize your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying out your responsibilities. Why does this happen?

How to Deal with Holding Back

When group members voluntarily restrict their contributions to group efforts, group success is threatened and high performance becomes impossible. How can we reduce the incidence of holding back?

Anticipate Counter-Communication

Effective communication enables two parties to collaborate. Counter-communication is information provided by a third party that contradicts the basis of agreements or undermines that collaboration.

Congruent Decision Making: II

Decision makers who rely on incomplete or biased information are more likely to make decisions that don't fit the reality of their organizations. Here's Part II of a framework for making decisions that fit.

Recapping One-on-One Meetings

Some short one-on-one meetings produce important decisions without third-party witnesses. Instead of relying on fickle memory to capture these results, send a recap by email immediately afterwards. Recaps improve decisions and make them more durable.

See also Workplace Politics and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Coming September 4: Beating the Layoffs: I

If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment. Available here and by RSS on September 4.

And on September 11: Beating the Layoffs: II

If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info