There are many idioms and proverbs related to drowning and the effects of storms. We say, “any port in a storm” which originated in 1749, or “a drowning man will clutch at a straw (stick)” as penned by an incarcerated Sir Thomas Moore in 1534.
The concept of a desperate person clutching at anything flimsy or immediately safe or satisfying has been around for centuries. People in need will take desperate measures to overcome a situation that is threatening them. How often do we see somebody who, when faced with a difficult problem and in the absence of specific experience or knowledge, will grasp at any idea or excuse in acts of self-preservation.
This can be particularly true of managers who may have been appointed based on their previous performance in their last, but possibly unrelated job. Appointments are also based on exaggerated resumes or even membership of some exclusive old boys’ club. Sometimes, and incredulously, it’s because of those spurious skill sets of availability and affordability.
Deep Water & Drowning
In tough times, these managers can quickly find themselves out of their depth. They may well decide to wing it and go it alone rather than admit any shortcomings and utilise the knowledge of others around them. They believe that they can be a one-man band and ignore the strength of collaborative experience. Unfortunately, when the tune becomes too complicated, they cannot keep to the score. Managers should sometimes remember that they’ve been appointed to conduct the orchestra and not play the instruments.
The first stage of physical drowning is surprise. There’s a sudden realisation by a person that they are in mortal danger and the need for fight or flight is overwhelming. The situation for our drowning manager is no different and there is usually an immediate defensive reaction of denial. The last stage of drowning is death but prior to this there are the stages of an absence of breathing, unconsciousness and, penultimately, convulsions.
During the managerial drowning process, we find that after the initial surprise, everybody holds their breath and waits for communication and direction. The drowning manager in the deafening silence must then do something, but what? The understanding that the situation cannot be ignored and becomes a reality. In an attempt, to rectify matters, or give the impression that something is being done, there is frantic activity, shouting, and emergency meetings. As in the grief cycle after denial and anger, comes bargaining and depression but, eventually it’s accepted that the end is indeed nigh, and positive action is needed. By this stage valuable time has been lost and our most precious commodity wasted.
Sink or Swim
Another idiom, “sink or swim” is particularly apt to the drowning manager. They oftentimes believe that success or failure is all down to their own effort and not their ‘team’. This is despite the reality of not being able to swim but a perhaps self-delusional belief that they can walk on water. For some though, ‘failure’ is not an option and (on the flipside) ‘failure’ is for others.
Rather than being the captain saving the crew and going down with his ship, the ship is only sinking at the crew’s end. And if the captain must go down with the ship, then everybody else will be dragged down too.
In the initial surprise of drowning the senses are quickly overwhelmed. If swimming is not an option, then help can be asked for, unless ego gets in the way. Calling for help can be considered as an admission of weakness, but it may prevent drowning. The day may be saved by putting aside personal pride and requesting a helping hand or a lifeline. However, if the drowning manager doesn’t even know he’s drowning then such efforts will be in vain – ignorance may be bliss but it’s a sure-fire way to failure.
Flounder of Flourish
Just before the ultimate stage of drowning there are convulsions or death throes. For the manager in this state there can be rapid fire decisions, swift changes of direction and ad hoc meetings leading to confused and ambiguous communication – WhatsApp messages are far from a clearly written plan. In the absence of an overall strategy there will be no plan in sight but a plethora of “I thinks’”. Some optimists may cry that a quick solution has an 80% chance of working. Unfortunately, and statistically, after five quick changes of mind the odds can just as quickly become less than 50/50.
As opposed to asking and evaluating they direct and dictate and flounder in the waves of confusion they have generated. In the maelstrom everybody clutches at the straws that may have already been cast aside. Alternatively, the drowning manager may ask others who have experienced comparable situations and then make sense of things as opposed to creating nonsense. These able bodies may then assist the manager to keep afloat and find out just exactly how deep the water really and not become headless chickens.
The drowning man, or woman, may then quickly find that a firm substrate isn’t too far below the surface which, will allow them to stand up and easily wade through the waves of confusion. If not, they can rely on the experience of those who have weathered similar storms before. So instead of floundering they can flourish.
Conclusion
It’s easy to become overwhelmed by a situation and drown in the confusion that a crisis can bring. It’s at this time that managers need to keep their calm, see how deep the water really is, who can support them, and determine the best port of call.
Going-it alone and ignoring one’s crew or team will lead to the panic that can come with surprise. Quick-fix solutions are then applied through a combination of ignorance, inexperience, or even innocent enthusiasm. This approach amounts to clutching at each and every straw that comes into reach. And just like a drowning man exhaustion will soon set in and fatal failure will be final.
Next time you feel as if you are drowning get your head above the water of confusion, look around, establish a definitive aim, and take the necessary steps to get there. On the other hand, putting aside one’s ego, asking for a helping hand, and listening to voices of reason based on experience can also help.