Do Business Well

• An account executive negotiating for a raise dishonestly implies that she has a more lucrative job offer.

• A secretary campaigning for a word processor plays her bosses against each other, inaccurately portraying them as more enthusiastic than they actually are.

• A shop steward threatens to file grievances over petty issues, with the underlying motive of getting the manager to reassign him.

These are some examples of ways in which some employees may attempt to manipulate their managers.

Manipulation is an effort to influence circumstances and gain benefits through dishonest and/or unfair means, explains George Bell, a management consultant in Westborough, MA. Employees most often try to pressure or dupe managers into disclosing information, making a favorable decision or committing themselves to stretching the rules against their better judgment.

“Manipulators are usually people who, as children, learned that they could get what they wanted from parents and teachers by lying and scheming,” Bell notes. “As adults, they rely on the same techniques, rather than risk the less familiar methods of honest, forthright communication.”

Bell warns that managers can inadvertently perpetuate manipulation. “Some techniques are so subtle that managers are unaware that they are being manipulated,” he says. “They respond as the employees want, thereby encouraging them.”

If allowed to continue, manipulation sets off a chain of counterproductive events: The manipulators find that scheming is effective, so they continue. Employees looking on lose respect for the manager who fails to see through the ploys or to end them. Seeing that dishonesty is rewarded, the observers tend to feel demoralized. Often the best people leave; others just stop caring about their work. Some onlookers see that manipulation gets results, so they adopt the same techniques.

Bell describes some common methods of manipulation and suggests responses:

• Bandwagon technique. The employee says or implies that “everybody” does something a certain way. It’s an attempt to get you to join an often nonexistent crowd by making you feel as though you’re wrong for being different in your approach.

Suggestion: Close the case. “The natural reaction is to try to justify your stance,” notes Bell. “But by taking a defensive posture, you are asking to be manipulated.” Once you have issued a considered decision, don’t get involved in negotiations. A good response: “That may be true for others, but we’re doing it this way here.”

• “Always” technique. Example: “You always give the good assignments to her.” The manipulator seizes control of the discussion by subtly prodding you to respond to some general accusations.

Suggestion: Demand specifics. Start by asking, “What do you mean by always?” and continue questioning until you get to the person’s real concern. By forcing the person to be literal, you take away all of his or her ammunition. You also put the employee in a responsive position, and thereby take control of the discussion.

• Threats. This is an extreme tactic designed to intimidate you. The manipulator sees you as a pushover and may threaten to go over your head, resign or disclose embarrassing information about you.

Suggestion: Stand firm. Bell suggests the “broken record” technique, where you simply repeat your position, refusing to waver. He adds: “Only managers who doubt their own judgment give in to threats.”

• Subversive techniques. Employees may try to control your actions by purposely making you look bad or holding up production. Their methods include spreading rumors and “overlooking,” “losing” or “forgetting” things intended to cause you embarrassment or lost time.

Suggestion: Consider disciplinary measures. When enforced fairly and consistently, reprimands and warnings let employees know that they will be penalized for these devious, unprofessional tactics.

• Card stacking. The employee presents information that supports an issue while omitting opposing facts.

Suggestion: Reserve judgment. If you are unfamiliar with the subject, or suspect that you are not being given the full story, say: “I’ll look into it and get back to you.”

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