-
When the proposed idea is not radical enough, just say that the
idea is not really new – and that someone else already did it.
-
When the proposed idea is too
radical, you can always argue that
no one has done it before – and that there might be reasons for
this.
-
Embrace new ideas when you talk, but do not do anything about
them.
-
Be the exclusive spokesperson for every new idea, regardless of
whether it is your own or not.
-
Never talk to employees on a personal level, except for annual
meetings – at which you praise your social and
communicative
leadership skills.
-
Create boundaries between decision-makers, technical staff, and
creative minds. Make sure that they speak different languages.
-
Always pretend to know more than anybody around you. Especially
be suspicious when people from below come up with ideas. You
know better!
-
Make sure that creative staff do a lot of technical and detailed
work. Make sure that they do their own bookkeeping, and count
everything you can count as often as possible.
-
Run daily checks on the progress of everyone’s work. Be critical
(they love it!) and withhold positive feedback, which would only
encourage them to do things that are potentially dangerous.
-
Police your employees by every procedural means that you can
devise. Insist that they stick to the rules of good old
bureaucracy and fill in many forms that need to be signed by
almost every senior manager in the organization
