While some skills to prosper in the corporate world might be considered optional extras, passing the buck is a fundamental trait that one cannot do without. In fact, if you don’t have this skill you probably don’t belong there – and most certainly will not be climbing the organizational ladder any time soon.
An amateur manager says, “I will do it”, while the professional (which, for ease of reference, is what we will call our pass-the-buck veteran) will always come up with a quick, “I will get it done”. First and foremost, you need to get rid of any thoughts of doing any task yourself – if you can do so this without batting an eyelid, you are half way there.
Often, passing the buck is referred to by its more respectable name – delegation. While delegation is meant to give authority to someone else to act on your behalf, without absolving yourself of ownership and responsibility for the issue on hand, the professional would brush aside such nuances with a dismissive wave of the hand.
With sufficient practice and experience, the pass-the-buck game can be played in multiple dimensions/ directions. You can pass laterally or vertically, up or down, within the organizational chain. Passing down any and all tasks that come your way to your subordinates is the easiest of the three and can be done with some degree of legitimacy, in the name of carrying out your ‘managerial duties’. It helps if you have a sizable department(s) under you.
Passing horizontally in the organization requires intricate knowledge of real and imaginary duties of different sections of the organization. The more complex the organization structure the easier this task becomes. For example, if you are asked to organize a conference call, your response should be, “Yes, as soon as I can get Facilities Management to allocate a conference room for this; then, I will get the Procurement department to get us a telephone instrument with speaker; and then ask the Networking department to install and verify connectivity – I will chase these things down”.
Passing the buck upwards requires the skills of a grandmaster. Even to think of assigning blame, sorry responsibility, to your boss, most likely a more accomplished professional than you, requires above-average courage. Such an act might involve saying something like this to your superior: “I have completed the sales report for one of the hundred territories under you; you can easily incorporate the figures for the other ninety-nine as the figures have not changed much from last month”.
Passing the buck is a skillful game that must necessarily defy the common saying – ‘What goes up must come down’. If it comes down, you have obviously failed!