Did I ask for your opinion?
Aleader tries to promote an image of wisdom, possessing a depth of understanding of even complex issues. The role of adviser in many decisions is often hidden and seldom acknowledged. (This decision would not have been possible without the help of Ms. Piggy.)
The chief does not want to look like a puppet whose strings are being pulled by advisers, especially those who don’t bother to hide their hand movements. When photographed too often at a leader’s side or just a step behind him, advisers advertise their clout, visibly tilting the head to whisper to the Mighty One as the cameras are popping all around — Sir, our table is to the right.
Leaders can throw off increasingly arrogant advisers (I’ll change his mind, don’t worry) by intentionally excluding them from closed-door meetings, just to make the point that they are no longer in the inner circle. And when asked about the absence, the leader may just shrug — I guess he didn’t get the memo.
An adviser has to know his place. He needs to bide his time and not interrupt the boss mid-stride with a suggestion. He may be rebuffed too publicly — did I ask for your opinion? This is a rhetorical question that does not expect a reply — no, sir.
When asked for his views, the discreet adviser should pause before replying. Quick answers are seen as shallow and not well thought out. It’s best to rephrase the question, nod, and say something cryptic — we need a better perspective on this. If there is a group around the leader, someone is bound to give a useful idea which can be grabbed later and co- opted in the minutes of the meeting.
In a one- on- one meeting with the leader, poaching of ideas is not possible. All bright ideas lose their proprietary rights. It may not even be necessary to come up with anything brilliant. Watching a basketball game beside the revered one, it is good to focus on the half- time cheers and nod the head to the rhythm of the drums as if tuning in to the boss’s chi. From a distance, such body language is seen as receiving important instructions on merger talks or succession plans, especially when the head is tipped to the side of the leader who is texting somebody else. This may even be caught on TV to be exploited at a later time — oh he was just informing me of his estate planning.
If a controversial suggestion needs to be made, like getting rid of a relative the leader is fond of, or a pet project that needs to be drowned in the bathtub along with goofy ideas like moving to a new office campus, it is best to test the waters for a critical reaction. Possible censure is offered as some buzz in the grapevine, somebody else’s suggestion, or something that should not even be considered. They say a rock concert will not generate enough ticket sales to cover costs. Have you even heard of this band?
An adviser can bring up an item he wants to offer an unsolicited opinion on — I don’t really want to comment on those coffee mugs. This surfacing of a topic which is not even on anyone’s radar screen can elicit a question from the boss — what coffee mugs are you talking about? ( You mean they didn’t clear them with you?)
Never put advice on e- mail. This is sure to be forwarded to the object of scorn with a little twist of the knife — what do you think of your hate object’s idea? Also, e- mails and threads of digital discussions cannot really be deleted, no matter how long ago and how currently irrelevant. Digital rants reside in the ether and can be fished out by cyber detectives to nail you later. ( You once referred to our new chief as a shithead that needs to be flushed. He was just an EA then.)
It is always the boss who decides which advisers to listen to and which opinions to follow. Anyway, the supply of advisers and their opinions far outweighs the demand for them. A new set of advisers is often justified as one way to get new perspectives. Unlike soda pop cans, old advisers cannot be recycled.
Anyway, it’s best to wait to be asked for an opinion, even if one knows it will be ignored… or recycled as somebody else’s.
In a one-on-one meeting with the leader, all bright ideas lose their proprietary rights.