Post by philiprosenthal on Aug 3, 2006 15:46:38 GMT
How to evade accountability 101
The article below is on how not to lead. I do not recommend you use these methods, otherwise you will be in serious trouble with God. If you have been using them already, you need to repent. I write this so you can see how manipulative leaders operate, identify them, and avoid or neutralise them. I was out-manouvered by ultra-manipulative leaders. If you know their tactics, hopefully the same won't happen to you. Also, they show the need for procedural rules to stop manipulative people from messing up an organisation.
Please let me know if these methods reflect your experiences.
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Dealing with opponents:
· If opponents are subordinates, then send them off on a mission far away (e.g. to plant a new church), where they will be busy and hopefully won’t bother you again.
· Encourage dissenters to leave the organisation;
· Label dissenters as troublemakers - if you have nothing definite, then accuse them of something unverifiable such as 'bad attitude' or 'disrespect';
· Try to force dissenters to become accountable to you;
· Threaten discipline against dissenters;
· Try provoke them to anger, and then if they say or do something rash - use it against them;
· Pretend there isn't a real dispute;
· Deny: the facts or the values;
· Deal ruthlessly with open challenge so that others are afraid and don't try copy the same idea.
If you are accused of something:
· Exaggerate the accusations and then deny the truth of the exaggerated version.
· Refuse to meet with dissenters or reply to their accusations.
- If unavoidable, just deny or counter-attack if you can;
- Keep them waiting endlessly by saying you are busy rather than refusing to see them outright.
You to protect yourself from accountability:
· Surround yourself with 'yes-men' who are afraid to challenge you
· Only be accountable to employees, family members or people who live in on other continents;
· Keep your employees financially insecure if you can;
· Create an image of unchallengability.
- Make people fear you.
- Ensure you are seen in the company of the rich and famous.
How to avoid being held to promises or decisions:
· Don't put any agreements in writing;
· Be as ambiguous as possible in judging disputes so that both sides can interpret you as supporting or accepting them and no one can attack you for your stand on an issue;
· Never finalise any discussions - leave them open;
- Don't differentiate between vision and decisions.
How to conduct processes:
· Promise answers or action for 'soon' or after the 'next meeting'. Eventually you will tire out your opponents and they will hopefully quit.
· Set up an 'investigatory committee' to do what you don't want done
- don't allow your opponents access to them;
- waste their time and then quit calling meetings;
· Don't have any standardised procedures, which anyone might be able to use against you.
How to conduct meetings:
· Always chair all meetings and do most of the talking;
· Preferably only invite those who won't challenge you;
· If you must invite someone who may challenge you then:
- ensure you have a majority on your side;
- have a 'pre-meeting' to get the others on your side against them;
- gather some gossip against them.
· If it is a disciplinary meeting, then:
- get several people to attack the victim one after another, without giving a fair opportunity to answer any of the charges.
- don't let them know the detail of the charges beforehand;
- don't allow them to bring any witnesses.
The article below is on how not to lead. I do not recommend you use these methods, otherwise you will be in serious trouble with God. If you have been using them already, you need to repent. I write this so you can see how manipulative leaders operate, identify them, and avoid or neutralise them. I was out-manouvered by ultra-manipulative leaders. If you know their tactics, hopefully the same won't happen to you. Also, they show the need for procedural rules to stop manipulative people from messing up an organisation.
Please let me know if these methods reflect your experiences.
---------------------------------------
Dealing with opponents:
· If opponents are subordinates, then send them off on a mission far away (e.g. to plant a new church), where they will be busy and hopefully won’t bother you again.
· Encourage dissenters to leave the organisation;
· Label dissenters as troublemakers - if you have nothing definite, then accuse them of something unverifiable such as 'bad attitude' or 'disrespect';
· Try to force dissenters to become accountable to you;
· Threaten discipline against dissenters;
· Try provoke them to anger, and then if they say or do something rash - use it against them;
· Pretend there isn't a real dispute;
· Deny: the facts or the values;
· Deal ruthlessly with open challenge so that others are afraid and don't try copy the same idea.
If you are accused of something:
· Exaggerate the accusations and then deny the truth of the exaggerated version.
· Refuse to meet with dissenters or reply to their accusations.
- If unavoidable, just deny or counter-attack if you can;
- Keep them waiting endlessly by saying you are busy rather than refusing to see them outright.
You to protect yourself from accountability:
· Surround yourself with 'yes-men' who are afraid to challenge you
· Only be accountable to employees, family members or people who live in on other continents;
· Keep your employees financially insecure if you can;
· Create an image of unchallengability.
- Make people fear you.
- Ensure you are seen in the company of the rich and famous.
How to avoid being held to promises or decisions:
· Don't put any agreements in writing;
· Be as ambiguous as possible in judging disputes so that both sides can interpret you as supporting or accepting them and no one can attack you for your stand on an issue;
· Never finalise any discussions - leave them open;
- Don't differentiate between vision and decisions.
How to conduct processes:
· Promise answers or action for 'soon' or after the 'next meeting'. Eventually you will tire out your opponents and they will hopefully quit.
· Set up an 'investigatory committee' to do what you don't want done
- don't allow your opponents access to them;
- waste their time and then quit calling meetings;
· Don't have any standardised procedures, which anyone might be able to use against you.
How to conduct meetings:
· Always chair all meetings and do most of the talking;
· Preferably only invite those who won't challenge you;
· If you must invite someone who may challenge you then:
- ensure you have a majority on your side;
- have a 'pre-meeting' to get the others on your side against them;
- gather some gossip against them.
· If it is a disciplinary meeting, then:
- get several people to attack the victim one after another, without giving a fair opportunity to answer any of the charges.
- don't let them know the detail of the charges beforehand;
- don't allow them to bring any witnesses.