[Medium] Box-Ticking: The Management Strategy That’s Killing your Productivity
Last updated: September 11, 2024 Read in fullscreen view
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Summary
"Bad bosses are the number one reason people quit their jobs."The article critiques the "Box-Ticking" management style, which prioritizes superficial compliance with directives over genuine business achievements. This approach leads to a culture where employees are judged based on their ability to meet arbitrary goals set by higher-ups, rather than on their actual contributions. The author argues that this style stifles creativity and self-organization in teams, ultimately harming productivity and morale. To cope with a box-ticking manager, employees can either manage up by aligning their goals with those of their boss, spin their achievements to fit the box-ticking framework, or consider leaving the organization for a healthier work environment. The article emphasizes that while box-ticking can be demoralizing, there are better management options available.
Here’s the dictionary definition:
Box-ticking. noun. 1. (derogatory) the process of satisfying bureaucratic administrative requirements rather than assessing the actual merit of something.
Key Points
Introduction to "Box-ticking" management style
The article introduces a unique management style known as "Box-Ticking," which is often adopted unknowingly by managers.
"Box-ticking" is a management approach wherein a manager's manager gives them checklists to check off, and these checklists take precedence over everything else - including the measurable, practical accomplishment of actual business and technology objectives. Indeed, the latter has a tangible positive effect on the company, increasing revenue, cutting expenses, or doing both. The influence of the former can only be measured by looking at how the box-ticking automatons move up the corporate ladder.
Definition of Box-Ticking
This style prioritizes fulfilling arbitrary managerial directives (ticking boxes) over achieving meaningful business goals, leading to self-serving behavior among managers.
Characteristics of Box-Tickers
Box-Tickers focus on their own advancement rather than the company's success, often resulting in excessive monitoring and micromanagement of employees.
Critique of Box Ticking / Impact on Development Teams
- Box-ticking undermines the potential of self-organizing and self-improving development teams by constraining their agency and creativity.
- Box-ticking raise concern over the attitude of doing the bare minimum, it can lead to future problems and stifles real improvement and innovation.
Goal Setting Issues
Employees' personal and team goals should not be limited by disconnected management directives, as effective leadership allows teams to set their own goals based on expertise.
Self-Reinforcing Nature
Box-ticking culture perpetuates itself as like-minded individuals tend to promote each other, creating a top-down management strategy that can stifle innovation.
Strategies for Employees
- Manage Up: Align your goals with your boss's box-ticking objectives to navigate the system.
- Spin Achievements: Frame your actual accomplishments in terms of the box-ticking metrics to demonstrate value.
- Consider Leaving: If the box-ticking culture is demoralizing and unproductive, it may be time to seek opportunities elsewhere.
Key Takeaway
While box-ticking can create a challenging work environment, there are better management styles available. Employees are encouraged to find supportive leadership that values genuine contributions over mere compliance with arbitrary metrics.
Box-ticking is an approach that stifles true innovation and improvement, but it is frequently employed to demonstrate that certain statutory or regulatory criteria are satisfied. Consider whether the company will profit more in the long run from recognizing the actual need for governance and compliance or from addressing the underlying reasons of any actions that result from audits or reviews.
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