Without authority, can you get work done?

Published on Wednesday, May 20, 2009

In this era of multi-disciplinary teams and cross-functional groups, it often happens that an employee is responsible for a special project or initiative but sans the accompanying authority.

In varying cases, you may have to deal with peers, superiors, vendors, suppliers or clients where there is no question of asserting authority or telling people what to do.

Even if you are working with subordinates, they may either not fall in your direct chain of command or not respond well to orders.

The inherent lack of a hierarchical reporting relationship often spawns responses like, “You are not my boss. Why do I have to listen to you?”

The bottom-line is that you cannot rely on the traditional authority to sail you through the project. Yet, you are still required to mobilise a group of people by gaining their invaluable assistance and co-operation.

This presents a grave challenge as how can you stimulate buy-in and support when people have other priorities and the tasks you are trying to ‘assign’ may even interfere with their regular duties.

Combine this with the looming possibilities of lack of motivation, ego clashes, brewing hostility and unending conflicts, and you will definitely feel that you are out of the running even before the project has got off the ground!

Well, contrary to common perception, a gap in your responsibility and authority level actually offers an excellent opportunity to excel. The trick is to simply learn to influence people without ever pulling rank.

Techniques that work: Non-authority situations call for new skills like diplomacy, tact and persuasion. You have to remain on the same plane with others regardless of your position, and not talk down to people, as it will only build resistance.

Do homework: It goes without saying that you need to have a thorough knowledge of the objectives and clearly understand what needs to be done (and how), but without making it too obvious.

Share vision: Try to establish open communication of the goals and objectives so as to create a shared vision and perception of the project. Concentrate on the purpose and message as you cajole and convince your way to building interest and gaining commitment.

Build team: Organising collective discussions, inviting involvement in the planning/decision-making process, seeking inputs, negotiating priorities and securing group consensus on the final choices will go a long way in creating an environment of mutual trust, respect and collaboration.

Also, regularly ask people for their opinions, insights and contributions to gain agreement with the overall objective.

Stroke ego: Always make it a point to value people by recognising their capabilities and skill sets. The trick is to stay humble and appeal to those around you for their expertise.

So, be indulgent with legitimate words of praise like, ‘I am told that you have done very well with this sort of thing in the past...’ ‘I understand that you are the best person for the job…’ or ‘this project is very important and I really hope that you will help me out with it…’

Never take charge: You may be accountable for the project, but this does not mean that you can force people or give orders to those outside your purview of authority.

In fact, doling out tasks will only raise hackles and create power struggles.

Rather setting a common goal and outlining what you need while giving people autonomy in accomplishing the tasks, generally accomplishes things better than if the same was ‘blatantly’ assigned.

Lead by example: Be more than willing to roll up your sleeves and get into the trenches rather than just standing by and supervising the work. Always work harder than others and be enthusiastic - you will definitely engage others to cooperate.

Celebrate victories: Create a sense of accomplishment and security by cheering good work and sharing credit every step of the way.

Openly admit your own mistakes while correcting others’ lapses with positive feedback and subtle suggestions.

And rest assured, you will gain quality work, support and remarkable results from an accountable, productive and creative team – a feat you could otherwise never have dreamed of. Moreover, as a top writer puts it, “Managing without authority is difficult, but there will be times when these things will be expected of you, take this as an opportunity to grow in your career.

After all, you will likely face it again.”

In fact, if Tom Sawyer had used these management tips, his friends would have done far more than just whitewash a fence!

PAYAL CHANANIA