Playing the Shirt – Mavericks not always United. If you’re not an avid sports enthusiast, the term “Playing the Shirt” might sound a bit unfamiliar. However, for sports lovers, it represents a straightforward concept – a situation where teams pay excessive attention to the perceived status of their opponents in the game, rather than focusing on winning against them. But this concept goes beyond the sports arena; it extends to the workplace, where hierarchies and power dynamics often play a significant role.
In the workplace, it is pretty common for there to be a set hierarchy. It may be a generalisation, but hierarchies tend to feature at least one person per organisation who enjoys their status … and the power they think should come with it. Sadly, that is often accompanied by behaviours that reinforce the power they think they are entitled to wield, just because they have a certain job title.
As if this is not bad enough, there is then the impact such people have on those around them. By imposing status on colleagues, these people reinforce divisions in a workforce. They assert their assumed superiority, which in turn can make some of their colleagues feel automatically inferior. This power play and the impact it has on colleagues is what we might call the workplace version of “Playing the Shirt.”
When individuals in the workplace do not feel empowered, it can lead to resentment and disillusionment. In some cases, employees may even begin to accept their own inferiority. In certain organisations, this feudal imposition of hierarchy is an accepted reality, which the workforce must tolerate or leave.
Rank isn’t everything
Let’s be clear; imposing your rank on your workmates is not leadership. Even though hierarchical behaviours can extend to the upper echelons of companies, it’s not a display of genuine leadership. Making colleagues adhere to your directives solely based on your authority is a sign of inadequacy. This behaviour is often seen in Extreme Mavericks [1]…
Extreme Mavericks take the “wilfully independent” thinking of Maverick leadership and push its boundaries to further their own selfish ends. They are results-driven but in a bullying, self-aggrandising way that alienates rather than inspires. Often associated with exploitative power and dangerous levels of control, Extreme Mavericks can create a toxic senior “leadership” environment if left unchecked.
Happily, as well as these Extreme Mavericks, most organisations also feature Socialised Mavericks and, increasingly, Socialised Maverick [2] leaders. These Mavericks are also wilfully independent thinkers, results driven and outcomes focused. However, these people also bring a fresh positive perspective to any workplace team.
Socialised Mavericks are honest and straightforward in their intent and communication; people understand that they mean what they say – and say what they mean. Whether as colleagues or explicitly leaders, Socialised Mavericks often amass information that backs up their preparedness to challenge – even challenge authority if it is not backed up by good reason and positive intent.
When a Maverick fits into a traditional hierarchy, they may not actually fit at all. They make take a leadership role but approach it from a position of consensus and team achievement, rather than pushing their own personal agenda. They are likely to challenge traditional thinking, seeking fresh ways to solve old problems. They are also likely to challenge traditional hierarchical behaviours, often reinforced by Extreme Mavericks, where these are seen by the Socialised Maverick to be damaging and unhelpfully divisive.
Setting Mavericks apart
So, here’s the rub. Maverick Leadership can really set the two different types of Mavericks apart in an organisation which revolves around traditional status-driven behaviours. The organisation could easily choose to ignore the Socialised Maverick leader and continue on the rather feudal path enforced by Extreme Mavericks in positions of status and power.
However, in doing this the organisation would run the risk of delivery tailing off. For an organisation to deliver, it needs a workforce that understands what it is doing, how it needs to do it – and why it should. That keeps a workforce motivated (in simple terms – it’s often way more complex than this).
Delivery under duress is rarely sustainable.
That’s where Socialised Mavericks come in – and win out. While they won’t play along with the hierarchical model, which means they won’t “play the shirt” either, Socialised Mavericks will focus all their efforts on making the right things happen. They are values-driven, delivering against their “why”.
Many of those imposing their status on others have long since given up actually achieving anything themselves. They rely on a bullying approach to force their staff to do what they say, sometimes using behaviours that cut across the espoused corporate values. Socialised Mavericks make sure they deliver, that their teams deliver, and that the outcomes the organisation seeks are achieved. There will be a greater emphasis on teamwork.
There will also be a greater emphasis on team achievement, rather than the “Me-Me-Me” of the status-driven Extreme Maverick. All these are ways in which the two types of Maverick me find themselves in opposition, the team-engaged leader versus the autocratic tyrant.
So, when you’re next looking at how your top team functions, maybe bring this article back into your mind. Maybe reflect on the percentage of Board members who are thinking independently, are outcomes-focused and results driven. Hopefully the percentage is a high one! You may recognise some of the Maverick Leadership traits set out here.
If you do, and you recognise Extreme Maverick behaviours, you probably need to factor in behaviours and motivation of staff in their next performance review. Certainly, if they impose their status on more junior staff, that is a danger sign. If you do recognise the Socialised Maverick behaviours, however, count yourself lucky.
You will have more motivated staff, you will have delivery that meets aspirations, and you will probably find your organisation at the forefront in your sector. It is not about playing the shirt but about fostering a positive workplace where Mavericks can contribute positively to the team’s success. And you won’t have to rely on status, reputation or any kind of sports badge for your organisation to succeed.
It’s crucial to understand that imposing your rank on your colleagues doesn’t equate to leadership.
**The Extreme Mavericks: Pushing Boundaries in Unhealthy Ways**
Extreme Mavericks take the concept of “wilfully independent” thinking, often associated with Maverick leadership, and push it to further their own selfish objectives. They are results-driven but often resort to bullying and self-centered tactics that alienate rather than inspire. This behavior is linked to exploitative power and excessive control, creating a toxic senior “leadership” environment if left unchecked.
**A Positive Perspective: Socialised Mavericks**
Socialised Mavericks amass information to back up their readiness to challenge authority if it lacks a good reason and positive intent. Whether as colleagues or leaders, they challenge traditional thinking and hierarchical behaviors that they see as divisive and damaging.
**X**
Maverick Leadership can distinguish the two types of Mavericks in an organisation that operates under status-driven behaviours. While the organisation might choose to favor the Extreme Mavericks who enforce the hierarchical path, this approach can lead to declining performance.
To thrive, an organisation needs a motivated workforce that understands what they’re doing, how they’re doing it, and why it matters. That’s where Socialised Mavericks excel. They focus on making the right things happen, driven by their values, emphasising teamwork and overall team achievement.
**A Shift in Leadership: Team-Engaged vs. Autocratic**
The two types of Mavericks often find themselves on opposing sides – team-engaged leaders versus autocratic tyrants. When evaluating your top team’s functionality, consider the percentage of members who think independently, are results-driven, and outcomes-focused. Ideally, the percentage should be high. Recognising Maverick Leadership traits and distinguishing between Extreme Mavericks and Socialised Mavericks can guide your approach to employee motivation and performance reviews.
If you identify Extreme Maverick behaviors, it may be time to address the motivations and actions of staff in their performance reviews, particularly if they impose their status on junior employees. However, if you identify Socialised Maverick behaviors, consider yourself fortunate. Your organisation is likely to have more motivated staff, better performance, and a leading position in your sector, without relying on status or reputation.
Footnote
[1] [2] Extreme Mavericks, Socialised Mavericks – The Maverick Paradox: The Secret Power Behind Successful Leaders – PublishNation 2017 – Judith Germain
Footnote from the Editor
Astrid is one of a select few, who have been chosen to become a Featured Columnist for The Maverick Paradox Magazine. You can read all her articles by clicking below.
