Leave ‘Em Laughing
George Costanza acted the role of a conniver on “Seinfeld.” Short and somewhat rotund, George was always louder than anyone else to hide his insecurities. One of my favorite scenes has him entering a meeting with other executives chaired by Steinbrenner of the New York Yankees. As soon as he takes a seat, George tells a joke to the group. Later he explains to Jerry and Elaine that his shtick at meetings is to say something humorous so Steinbrenner will remember him as a great guy. Before anyone might ask him for input on matters of substance, he makes a quick exit while everyone is laughing.
Jerry and Elaine shake their heads in wonder that he consistently gets away with displaying outsized bravado while avoiding any actual work. Unlike George’s artifice, meetings at the IRS with my bosses typically involved the bureaucratic shuffle.
“Does anyone have ideas about how to resolve our dilemma involving egregious actions by executives of tax-exempt organizations?” the boss once asked.
Some attendees fidgeted with their cell phones pretending to be receiving an important message. Others looked down, sideways, or acted as if they were deep in thought. Really, it was their survival techniques learned over many years to refrain from expressing an opinion for which they might be held responsible should things go sideways. Wait for the person in charge to indicate which direction is favored before sucking up. Better to be quiet and retain some shred of dignity than to express an opinion contrary to what the boss wanted. If the top person really wanted original ideas, that’s when the brave might step into the silence.
However, the opinion had to be offered succinctly along with a sound strategy. Plus, a suggestion often required answering numerous
hypothetical questions without becoming overly defensive. Finally, a winning approach often necessitated obtaining cover for the boss by offering to run it past other respected decision makers so that the resolution seemed to come from a consensus. That is, unless things went entirely south when blame quickly settled on the originator.
I recall when I suggested that we require that charitable boards of directors adopt due diligence principles by which they pledge to adhere to ethical governance policies. I offered it as something we were considering at a conference at which interested attorneys and reporters were present. Once enunciated, outside attorneys objected vehemently. My immediate supervisor hastily distanced herself from the policy as if I had not run it past her. I became sort of the skunk in the office with colleagues avoiding me lest the stench cling to them by association. That is until the IRS Commissioner spoke out in its favor.
My only regret was that when I offered the suggested approach, I didn’t have a timely joke to leave ‘em laughing.
[N.B. On this Fourth of July, I recall our Founding Fathers who pledged their lives, fortunes, and sacred honor to declare a new nation dedicated to the principle that all men are created equal with certain inalienable rights. A pledge that might likely have ended their lives on the gallows rather than result in a bureaucratic error.]