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One of the worst elements of the modern working world is the approval process vortex, which comes about from a host of interconnected factors. It’s probably helpful to start with a definition of what, exactly, this approval process vortex is.
Example A: you’re working on a project. You ultimately need to move to the approval process stage, where it’s less planning and more execution. En route to the approval process, your boss asks 91,783 ridiculous questions and makes a series of line edits that make little to no sense. Everything is ‘process for the sake of process;’ in short, your boss wants to feel in control. Because of this elongated approval process, the eventual results may be questionable. We often feel (or tell ourselves) that we’re extending approval process to get the best possible result/product out the door, but often times it’s just to make us feel more relevant about our role at work.
Example B: your team works on a big project and presents it to your boss. Your boss says “This is great!” He/she then explains it’s going up to the department VP to continue the approval process. “This is an urgent priority,” your boss notes, “so we should be moving on this by next week.” Since everyone knows ‘sense of urgency’ is the oldest managerial trick in the book, here’s what happens. Six months later, you haven’t heard a peep about the project. Priorities have shifted…
