"Build Into The Group An Allowance for Storms"

"Build Into The Group An Allowance for Storms"

The primary “storm” referred to in this chapter is “the abrasive troublemaker” (153). McGinnis warns that troublemakers are inherent in every organization and that one must ultimately learn to deal with and face difficult personalities instead of trying to run from these pariahs. McGinnis advises leaders that, “For some, the only way to deal with troublemakers is to replace them. But there is no way to get away from troublesome personalities, and if we do not learn to handle them, we will be running from difficult situations all our lives” (153).

Regarding rebellion, McGinnis states that in a leadership role you will always have those that criticize you or are jealous of your position. He asserts that the only way to keep this from happening would be to “surround yourself with weak people and keep everything tightly within your control” (155). Obviously, this Machiavellian approach is a difficult and ineffective way to run an organization and even within this management structure, eventually it becomes necessary to delegate, a need that opens the doors to the possibility of rebellion. In addition, McGinnis warns, “The trouble with choosing yes-men to work under you is that they, in turn, will never be capable of leading others. Your aim is to grown leaders who can do your job for you, enabling you to rise to other things. In the process you may have to put up with some testiness” (156).