At some point in your career, you meet a person who stands in the way of your idea. They are menace defined. The 'ogre' comes in many forms. I remember one man who was easy to spot. He made sure of it. I've met other people who hide behind smiles and pleasantries, but they ultimately are no less destructive to the creative process.
Yes, ogres may exist but they aren't insurmountable. In fact, being insurmountable is part of their purpose, defence or weakness, and often rolled into one. The way to deal with people like this – almost always, a person senior to you – is to understand them. You may not like or agree with their behaviour, attitude or reasoning – but that’s not the point. The point is to look at the situation through their eyes, as uncomfortable or as difficult as that may be. Once you do, you can decide the best course of action.
It’s their responsibility. They’re in charge. It's their reputation and credibility on the line. Shareholders, board of directors, influential colleagues, their boss – all look to this senior person for the success of the organization, not to you. It may seem egomaniacal to you, but to others it’s the sign of a leader. It once killed me to watch a senior person take 101% credit for an idea of mine, but it's their prerogative. And in the end, did it really matter as long as the idea was implemented? This leads me to ...
They have more information than you. In a senior position, this person very likely has insight into a situation that you do not, or privileged information that is legally or morally bound to the senior person. It might be nothing more than a ‘gut reaction’ to the events, based on their experience or expertise. Very often, the best thing you can do is stand back and learn.
They see a bigger picture than you. It’s easy to get caught up in your own day-to-day situation, or in the politics of your team or department. By the nature of their position, the senior person must have a broad perspective across the entire organization. They see the ripple effect of an idea in one area upon another. One of the best things you can do for yourself is to bring in outside people, particularly those who may give you an insight into the senior person’s decisions or priorities.
The decision has already been made. If so, you have to ask yourself why you’re trying to change what’s already done. For whatever reason, you are late to the party. Disrupting the idea now is just as destructive as being the ogre.
So, you’re still going to fight the ogre? First, make sure it’s a battle worth fighting. If it is, thoroughly - and I mean thoroughly - prepare yourself. Stand up for yourself, and don’t apologize. Sometimes the senior person is looking for a worthy adversary, or they’re deciding who has mettle and who does not. But always have two things in your back pocket: 1) a plan to manage the risk, and 2) Plan B.
No seriously, they're evil! You’re quite sure? It’s not to say that an individual can’t be Machiavellian, but usually there’s an explanation somewhere for their behaviour. But if you can’t understand it, or simply can’t take working with them, you have two choices. 1. Leave. 2. Keep your head down. The very few people I've met in my career in the Evil! category burnt their way through the organization and did not last long. But you know what's also ironic? I learnt more from these people than from my favourite mentors.
What? YOU are the ogre? As difficult as this may be, you have to remove yourself from the creative situation. The point of brainstorming is to come up with a different direction, system or idea. A good idea will improve the business. If you’re the senior person, standing in its way will only show your ability to stand still, not to change. No significant business success has ever occurred because the organization has stayed the same.
The best thing you can do is give clear, explicit direction. Your guidance and experience would be tremendous. An idea of what you want to occur is invaluable, as well as exact criteria to select the most successful idea. Then, give your brainstormers free rein. Here’s some free advice from George S. Patton: “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.”
If you absolutely feel you need to be present, join the brainstorm at its end to see what’s been accomplished and to positively comment only about the best ideas.
