The fear of ghosts can definitely change behavior. For example, a few years ago we were awakened at 2:00 AM from the deepest slumber to the sound of a TV blaring in another part of the house. I first suspected our resident ghost that steals socks, hides spoons and sometimes makes those little creaky noises in the middle of the night. On closer inspection there appeared to be a more rational explanation. The solution to the issue was a simple behavior modification on my part: The TV remote should not be left in the cat’s favorite chair after going to bed. Fear = changed behavior. Cause = effect.
Our daily work lives are also filled with ghosts that influence our behavior. While there could be a rational explanation for some of the events blamed on them, I contend that they are very real and influence our decision-making more than we would like to believe. Every December we are bombarded with promos of the annual Scroogeathon competition between the TV networks, each with their own adaptation of past, present and future ghosts. We get no such warning that we are going to experience ghosts in our workplace and we react to them whether we know it or not. With apologies to Mr. Dickens, here are the bios on three spirits I have met and recorded for you.
The first ghost is named the Predecessor. Most individuals taking on new jobs or tasks are faced with the curse of Predecessor. We are usually told…and believe…that we will be rewarded only on our accomplishments and on meeting our goals. We often find that there is some unofficial measurement, the work of Predecessor, that lies very close to the surface. The reactions we take to this ghost may depend on how well we know how the job was performed in the past, but can be generally lie along a spectrum from “Blame†to “Borrow and Build.â€
It seems to be human nature to blame Predecessor for current problems. This usually backfires when there are associates of Predecessor who have not yet passed over. They know the “truth†as they saw it. It is true that it is generally considered unprofessional to offer such excuses. Psychologists will tell you that blame-placers often use this defense mechanism in order to cover up personal inadequacies rather than to fix them. But more important is the fact that even the worst Predecessor spirit has left something behind that is of use. To borrow from them for a foundation may take fewer resources than starting from scratch and at the same time pays deference to Predecessor while making your own mark. It is a fundamental law of physics that inertia is difficult to overcome and it is much easier to steer than to stop a moving object. Building on the work of others is not merely to compliment Predecessor, but to accomplish the goals that we both set out to do. Professionalism and confidence in our own abilities makes this ghost harmless.
The second apparition is the Partner. It usually comes in the form of a colleague, but may also be someone higher or lower on the organization chart. Again, even though we are all individuals and our destiny is largely in our own hands, we are constantly influenced by those around us both positively and negatively. Just as our performance may be affected by those who came before, it is common knowledge that we receive a perceived “rank†by the boss and peers alike.
Partner is a leader, of course. Partner teaches people their brand of leadership which demands that following them is the essence of perfection whether it is true or not. Everyone considers themselves to be an expert in their field and, even if they are only moderately good at it, also considers themselves to be an expert in leading us to the best paths in our field of expertise. Being experts ourselves, we are distressed if we find that our actions go unnoticed, our opinions go unheard and our best intentions are undone. A message from Partner to us is that ghosts too are distressed by those things. The golden rule of management is that the actions, opinions and intentions of Partner should be respected just as we need for it to respect ours. If left unchecked, petty jealousy and gossip can create fertile soil for discord and the result is always counterproductive. There is a synergistic effect when the actions of many are involved in determining an outcome and our successes are usually greater when we use the powers of Partner.
The third and scariest specter of all is the Pursuer. There is a bizarre kind of dichotomy in its very existence. In actuality, it is the future of us when we are seen as the Predecessor. The future perception of our labors has a tremendous impact on how we go about satisfying the goals of today. Even the President of the United States is concerned with approval ratings and their legacy left behind after leaving office. There is no all-seeing-camera recording our good and evil deeds, but we intuitively know that someone always takes note and history remembers.
Pursuer is always lurking…looking over our shoulders and warning us that everything we do will have an impact on our legacy. To eliminate the fear of this ghost, we need to make a conscious decision to either leave a legitimate legacy or merely a legend. Unfortunately both ways work, but only one will make a lasting impression. Even though our successes are in the present, their impact on future perceptions of our success is undeniable. Our fear is partially due to an honest drive to accomplish our objectives, but there is also an subconscious need for our actions to be seen favorably by others. We care what other people think about us and our professionalism. To prevent undue paranoia from impacting our productivity, we should listen to Pursuer and its advice to build the best possible foundation as a building block for those who come after us.
Predecessor, Partner and Pursuer are not the only ghosts we encounter in our work lives, but to go further would be original thinking and I would lose the thrill of plagiarism without penalty. Thanks again, Mr. Dickens. You were in management, weren’t you?
[Adapted from a blog post I wrote May 5, 2002]