AS THE founder and CEO of a company, I have always thought that I could get anything to happen at our company if I wanted it to happen. No matter how foolish or whimsical my personal decision may be, I could push it through the organisation simply by dictating that it be done.
In theory, like any boss, all I would have to say is, ''Do it!'' But I don't.
For one thing, barking commands is not my idea of fun. It not only wears down the people being barked at, it wears down the person doing the barking. It is also a tough act to keep going over the long term. After so many edicts and tirades, people eventually tune you out.
Demanding and dictating also defeats one of the main goals of a manager - namely, getting people to support an idea that they will have to execute without you. If you tell people to do something that they really don't want to do, they always harbour somedegree of resentment, a feeling of ''we'll show the boss how wrong he is''.
The most compelling reason that I don't say ''Do it!'' that often, though, is the simple fact that I have other, subtle forms of persuasion that are more effective. Here are four favourites: Casual persuasion.
If you have a good idea, you can usually improve its chances of survival by convincing someone else that it's their idea as well. Casual persuasion is the act of dropping an idea in someone's lap and then helping them notice it.