Where is the line between enthusiasm and brownnosing? It is like the quality of a great painting. It is difficult to define but we all know it when we see it. A big part of the impression comes from what we think of the individual’s personality. People that are not well-liked are construed to have ulterior motives just because we don’t like them. It is fuel for the fire. But what is it that tips the balance? Is it one act or a series of smaller things?
Most people who develop the reputation, at least in my observational experience, set a pattern but it is usually one event that seals the deal. There is a common measure of what is expected in a co-worker. All jobs have some inherent unpleasant things which need to be done. That is the nature of work. People expect that. Most people want to get the job done and go home where the enjoyment is located. The brownnoser is different. An extra duty, particularly a “face time” event, where it is generally considered a pain to participate, finds the brownnoser overwhelmingly excited to be able to attend. That is one of the recognizable differentiating factors which identify the individual. Another identifying factor is the desire of those individuals to stop at any moment and tell anyone at great length how valuable the brownnoser’s efforts are and how the organization would be doomed without those efforts. Other co-workers contributions are recognized but one gets the sense of a grudging acceptance and feigned over-enthusiasm rather than real enthusiasm.
In order to make themselves part of the “in-crowd”, the brownnoser always speaks to others in a “just between us people in the know” attitude in order to give the impression that they are part of the inner circle. This usually involves dropping names of the powerful in the organization. This sucker-fish approach to riding on the coattails of power is an attempt to leverage the brownnoser into a position of more power in the organization. In Washington, DC, the saying is “The appearance of power is power”. That is because if someone thinks you are powerful, they will treat you with the proper deference, and therefore you are powerful because you get what you want. The brownnoser uses name-dropping to associate themselves with the powerful in order to appear to be part of that group.
The error in this approach with a smart boss is that the experienced intelligent boss also recognizes brown-nosing for what it is. Unfortunately, however, brownnosing often works. I remember an engineering job years ago where a peer that was universally regarded as a weak performer by his entire group of peers, with good reason, was rated number one in potential, by management, primarily on the basis of his organizing golf tournaments, which had nothing to do with his job. That is a recipe for poor morale and disgruntled employees. A number of excellent engineers left the organization because of that situation.
Communism was ultimately doomed to failure because it flew in the face of human nature. If there is no incentive to work harder, why would anyone do it? The brownnoser does the same thing to an organization. If the brownnoser succeeds preferentially, the other employees stop performing because they recognize their legitimate efforts are in vain. Their only defense is to begin brown-nosing as well and you end up with an organization consisting of two factions: the competing brownnosers and the disgruntled employees doing the minimum to maintain their jobs, similar to the ruling class and the masses in a Communist country. Unfortunately, most of us have been in an organization like that at some point. The only way to maintain your drive is to find another place to work. In fact, the most likely people to leave are the best performers because they are in the best position to get better jobs. You cannot work for long for people you don’t respect and those who unwittingly respond to the brownnoser are not respected. Therefore, to maintain the quality of an organization, managers must recognize the brownnoser and not allow their actions to reap favoritism. Only by avoiding that mistake will productivity and morale be sustained.
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