Commandism and Tailism: How to Control A Country or Organization

 Commandism and Tailism are boundaries that are on purpose poorly defined.  Let’s say you are part of a political movement, or you are working for a company.  The leader of the political movement or a leader in your company asks you to do a special task or project.  You approach it with enthusiasm and get it done on time and better than expected.  Everything should be good.  You should be recognized for your extraordinary efforts.

 

Yet, you are chastised for being too enthusiastic.  You did your project too well.  The leader feels threatened because he feels that other will look at you as the leader.  He puts you in your place by telling you that he appreciates what you did for him but that you showed too much enthusiasm and care in completing the project.  As a result, you are no longer asked to work on any significant projects or tasks.  This is because you violated the law of Commandism.  You were impetuous.  You took too much command.

Did you?  Here’s the problem, “too much” is never defined.  As a result, the leader controls the situation by eliminating or minimizing those who show, in his opinion, too much leadership.  He can’t stand your threat to his leadership.  As a result, he makes an example of you.  In totalitarian regimes you mysteriously disappear.  In business you either get fired, demoted or keep your title with less responsibilities.  Other people see this and take note.  They are not going to be accused of Commandism.

So, let’s say this did not happen to you but to someone you know in the political movement or at work.  You are watching this. You tell yourself you will not show too much enthusiasm and ingenuity.  After all, Commandism can be fatal.  As time goes on the leader trusts you.  He asks you to do a project or task.

You immediately remember the example of the person who took too much command.  You cordially thank the leader for his trust and giving you the assignment.  You go about doing it.  You complete it as asked.  There is no fanfare.  You give a workmanlike performance.  But, your quiet leadership and ability to get things accomplished is noticed by others.  The leader feels threatened.  He accuses you of Tailism.  You did not perform with enough zest or enthusiasm.  He determines that he can’t have people in his organization who are slackers.  He makes an example of you.  And, the consequences are the same as with Commandism.  In a political movement you can disappear.  In the work environment you either get fired, demoted or keep your title with fewer responsibilities.  You did not show enough enthusiasm?

Did you?  Here’s the problem “too little” is never defined.  Once again, as in the Commandism example, the leader controls the situation by eliminating or minimizing those, who show, in his opinion too little desire or outward emotion for doing what the political movement or organization wants.  And as before, the leader can’t stand the threat and makes an example of you.

In life, in all areas we can be easily swayed by very visual examples. The consequences of Commandism and Tailism is to atomize people by causing them not to trust others, let alone themselves.  Atomization keeps people in fear and from coming together for the common good, which in this case, would be a change in leadership. Once again, the boundary is never clear on what is “too much” or what is “too little.”  The boundary is something that is situational and determined at the time by the leader.

And this lack of boundaries creates fear throughout a political movement or organization.  And, people cannot be themselves when they are scared.

When it comes to free speech, when Commandism and Tailism become part of a culture’s fabric, free speech no longer exists.  The only speech that is allowed is that which is in agreement and supports the leader or ruling class. But what if your speech in support is not passionate enough or seems to lack passion?  Then Commandism and Tailism are doing what they do best.  They keep us in fear and those whose sole desire is power over us to remain.

The rule of law should be as impartial as possible in a free society.  When the law becomes subjective, the rule of men, not law, look behind the curtain of those who are trying to justify controlling free speech.  When you do you will find Commandism and Tailism doing their harmful work of keeping people in fear and of atomizing society.

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Self-Improvement: It Is All About Your Personal Foundation

As a personal business coach, I have observed that your level of self-improvement will not exceed the strength of your personal foundation. What is your personal foundation?

An individual’s personal foundation is his or her structural basis that supports him or her in living an exceptional life. Just as a house must be built on a strong personal foundation to avoid collapsing under stress, so must your life. A house’s foundation is made up of earth, cement, and steel. Your personal foundation is also made up of three major elements. The are the What, the Who and the How.

Let’s look at the “What.” The “What” is self-improvement business coaching is the package that person presents to the world. It is “What” the world sees when it looks at us. This element is also composed of several sub parts as well. We can include such things as behavior, the public self, what we show others. The “What” can be related to the “body” part of the body, mind and spirit.

The ”Who” part of you is easily understood as the real you, the core of who you are in reality, not in presentation of the “What.” As a personal development business coach, I find that discovering the “Who” is the key to unlocking an individual’s self-improvement. The “Who” often drives the “What,” but it is not always consistent with it. The “Who” can also be identified with the “spirit” part of the body, mind and spirit analogy in the previous paragraph.

The “How,” the third component of personal foundation is the set of processes, methods, and values that drive our behavior–“How” we do the things we do, and “How” we are “Who” we are. The fuel for the “How” of us is the “Who,” which essentially yields -the “What.” If you put his into an equation it would look like this: “Who” + “How” = “What.” The “What” equates to the “mind” part of body, mind, and spirit.

The “What,” the “Who,” and the “How” are the components of personal foundation that I start with as a personal development business coach. When looking at your own self-improvement start with these three areas. Know your “What,” “Who,” and “How.” They are the keys to unlocking your future growth and personal development.

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Proven Use of Team Roles

Dr. Meredith Belbin defined a team role as “a tendency to behave, contribute an interrelate with others in aparticular way.”

He named nine such team roles that underlie team success. It is important to emphasize that these are not set instone behavioral patterns of individuals, rather these are preferences and attitudes team members will assume in agiven team situation.

Therefore a certain individual might perform a certain role within one team and accomplish a different role within another team. Often however individuals do have a tendency to fill a certain rolewithin all the teams that they are a part of or at least strive to fill this preferred role.

Remember: Belbin asserts that when a team is performing at its best, one finds that each team member has clear responsibilities. Also noticeable is that every Belbin role needed to achieve the team’s goalis being performed fully and well. However it is likely that a team will fall short of its full potential not because skillsare lacking but because the Belbin roles aren’t harmonized across the team.

Balanced Teams
Teams become unbalanced when all team members carry out the same behavioral team role. When team members have similar strengths and weaknesses this can create problems. If the strengths arethe same they may compete instead of collaborate.

With this information in mind, the team leader together with the team can implement the model and investigatethe team members preferred roles as well as explore the roles which are missing.
By understanding your role within a particular team, you can develop your strengths and manage yourweaknesses as a team member, and so improve your contribution to the team.

Belbin’s Team Roles Model
Belbin identified nine team roles and he categorized those roles into three groups:

• Action Oriented
• People Oriented
• Thought Oriented

The nine team roles divided into the three groups are:
Action Oriented Roles:

Shaper (SH)
Shapers are people who challenge the team to improve. The Shaper is the one who shakes thingsup to make sure that all possibilities are considered and that the team does not become complacent.

Implementer (IMP)
Implementers are the people who get things done. They turn the team’s ideas and concepts into practical actions and plans.

Completer-Finisher (CF)
Completer-Finishers are the people who see that projects are completed thoroughly.

People Oriented Roles:
Coordinator (CO)
Coordinators are the ones who take on the traditional team-leader role and have also been referred to asthe delegate.

Team Worker (TW)
Team Workers are the people who provide support and make sure that people within the team are working togethereffectively.

Resource Investigator (RI)
Resource Investigators are innovative and curious. They explore available options; develop contacts, and negotiate for resources on behalf of the team.

Thought Oriented Roles:
Plant (PL)
The Plant is the creative innovator who comes up with new ideas and approaches. They thriveon praise but criticism is especially hard for them to deal with.

Monitor-Evaluator (ME)
Monitor-Evaluators are best at analyzing and evaluating ideas that other people (oftenPlants) come up with. These people are shrewd and objective and they carefully weigh the pros and cons of all theoptions before coming to a decision.

Specialist (SP)
Specialists are people who have specialized knowledge that is needed to get the job done. Theypride themselves on their skills and abilities, and they work to maintain their professional status.
In finding roles for actual or potential team members keep the above in mind. When a person has guidance on what role or roles (you can play more than one at a time) he or she can play for a team they will have clarity. With clarity they can take steps and provide thinking to fulfill their role, thus helping the team. They now have purpose.

And with purpose, it is much easier for a team member to contribute to achieving the team’s goals. Also, I have found this process to be liberating. You have a specific role or roles and you understand, instead of worrying, how you can make a positive contribution to achieving what the team is tasked to accomplish.

About us:
Self improvement and the opportunity for personal development came at me head on in the early 1980’s. I was educated with two degrees, yet I wasn’t able to handle it. Why? I was not ready mentally, and more importantly, emotionally. I didn’t understand that the true joys of life come with a drive to self education, a focus on http://www.selfimprovement-tips.com