| Munafo Core Values: MCV13 — Cite No Authority Higher Than Your Own |
MCV13:
Cite No Authority Higher Than Your Own
The literal implication is clear, and simple: if you cannot persuade on your own, do not "lean on" the authority of your superior to help make the case.
But it also includes an important aspect of promotion: in order for others to be inspired by you, you must be truly, personally behind whatever it is you are trying to inspire. Don't just go by what others have said about it — make it personal — understand how it has helped you personally, and express it that way. In my life I have observed men speaking in the 2nd person ("You should...") or 3rd person ("He says you should...") primarily because they are trying to give a more authoritative impression that might come from speaking in the first ("I say you should..."). In fact, the personal statement is the only one that carries any authority.
Authority; Resentment; Respecting Rank; and Bullying
Cite No Authority Higher Than Your Own is my way of addressing the point on the Code of Honor that says "Earn and Honor Rank". The primary advantages to me of using this core value instead are that it delegates the earning of rank to a separate (and natural or organic) process that comes out as an indirect result of following my other core values, and (more importantly) is applicable in more obvious ways to partnerships, teams and other non-individual entities.
In organized authority structures (such as the "chain of command" in a western company or similar hierarchical organization) the individual manager is often faced with a situation in which he is passing along the orders of a higher authority. Following MCV13 would require him to give a direct order (Submit your status report each Thursday). The less threatening version (The vice president has told me to tell you that you are expected to submit your status report each Thursday) is more accurate but sells out the manager's own authority and thus does not fit MCV13.
If the recipient of the order does not cooperate or appears resentful, it may be because he is not respecting your authority — or it may be that you are abusing your authority. Both violate fundamentals of masculinity (see MCV01 and Code of Honor).
In order to determine which is the case, consider the following (fairly representative) definition of bullying 1 2:
If these conditions are met, bullying is present and the person in authority is being improper. Note that aggressive negative behavior is usually non-physical. Examples include: spreading lies, or speaking disfavorably behind one's back; unbalanced or unjustified negative criticism; implication or direct offers of quid-pro-quo (blackmail); etc.
If bullying is not present and the orders are not being followed, then there is simply a mismatch of purpose. One or the other person is not serving the organization and perhaps does not belong.
Consentual Authority Structures
If the "higher authority" does not have absolute power (such as power to remove a subordinate from his position) then the Chain of Command becomes the Chain of Communication and Accountability. Each leader is accountable to those he leads, by virtue of the commitment he has made to own their success. The "higher" leaders differ only by having taken on a commitment to work for a larger number of men.
MCV13 for Teams
When this core value is present:
The team owns (accepts responsibility and accountability for) its own success and/or failure. (+mcv13a)
When this core value is lacking:
The team does not feel responsible or accountable for its success or failure. (-mcv13a)
1 :
"Student Reports of Bullying", Results From the 2001 School
Crime Supplement to the National Crime Victimization Survey, US
National Center for Education Statistics.
2 :
http://www.bullyonline.org/workbully/manage.htm
UK National
Workforce Bullying Advice Line, "Differences between bullying and
management" (web page)
Sources
Chain of Command versus Communication and Accountability: Hoffman, 20080613
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© 1996-2008 Robert P. Munafo.
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