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Archive for the ‘Politics’ Category
A senior human resource manager running down the hallway huffed, ”I don’t have time for politics. If this is the way things work - I’m outta here.
Frustrated and upset, this manager had been passed over time and time again for a bigger role
He watched his colleagues and counterparts–the more vocal and visible ones sail by… after 8 years in the same role, he had a different perspective on politics.
A career coach from the New York Times wrote, ‘’avoid politics– you can’t control it – and it’s a career limiting move.” Not very wise and nothing can be further from the truth.
Sadly, many view office politics as negative – there is a positive side of politics that needs to be embraced.
Whether you’re in a small office or a large multinationals, politics exist. Learn the power networks, stay true to your values and embrace the positive side of politics – How?
If politics is not your favorite word, try using a different word – awareness, agility, or just plain savvy.
Embrace and commit to using political savvy in an ethical and authentic way – stay true to your values.
Build a robust network of stakeholders and people of influence, and leverage this group to sell ideas or advance your career.
Learn how to speak up, talk about your accomplishments, and polish your elevator pitch.
By changing your perspective and reframing your thinking about politics, you learn the value of self – and team – promotion and staying connected with the broader community, and more importantly how both will dramatically improve opportunities to sell an idea, be recognized and advance your career or business.
And remember the wise words of one savvy leader, ”ability without visibility is a disability“
Savvy is a critical leadership skill and becoming politically savvy is not difficult. The only requirement is a willingness to step outside your comfort zone and confront fears that may be deeply entrenched (or hidden) and no longer recognized for what they are.
Scholars understand organizations as political systems and frames. Legitimate, factual and positive politics are critical components of organizational life. Everybody inside a company is part and parcel of a politically-organized community and each person’s role and behaviour depends on how he or she interprets the situation.
Your present paradigm
“What are you reading and carrying into the situation?” Baddeley and James, two expert researchers on organizational politics, ask this question of their clients to challenge their thinking about politics.
Reading refers to your ability to perceive and interpret the unwritten rules or the less-obvious elements of organizational life. Reading removes the (organizational) veil helping you to recognize what is really happening at work. Admittedly, your present paradigm depends on your attitude about politics: negative or positive. Your current attitude comes from your prior experience with office politics.
Carrying refers to what you take with you as an organizational leader. To determine this, you must reflect on your thoughts and feelings.
Sound complicated? It’s not. It’s simply about putting on a different lens to view the organization. Take off the rose-coloured glasses, leave behind negative thoughts, and start seeing organizational life in a new way.
Action Plan
Reading and carrying are dynamic skills. Every situation demands a new lens. Every context differs. This new insight will require that you overcome any present bias you may have about “why things are the way they” are or how they “should” be different.
Moving into a new leadership role requires you to view your organization anew when it comes to people, tasks, and teams. You must also remember what you’re bringing to each situation. What are your experiences or biases telling you?
You have a strong intuitive sense; you’ll have a strong bias for action. But your new skill will lie in paying attention to events as they unfold and then reflecting on your reactions to them: same or different?
Consider this – politics is not a dirty word. Yet this word brings up negative feelings, emotions and sometimes fear. Many try to ignore office politics when it happens, pretending it does not exist. But like it or not, it’s here to stay. Politics (good and bad) is an established fact of organizational life. Embrace what’s good about it!
Laugh (at least inside) when someone proclaims in all seriousness, “There are no politics here. We don’t allow it!” Allowed or not, the statement is ludicrous. Whenever there are two or more people collaborating for any reason, you’re witnessing and engaging in politics. So accept the reality. Move away from thinking negatively.
Re-frame your thinking to the constructive, affirming side of politics. That’s the first step.
The second step: build relationships
The secret of positive politics is building relationships. No coded handshakes, passwords or clubs. It’s all about managing stakeholders and the networks you influence. (And, those of influence). Some see this as manipulative, but great consultants learn and embrace the skill.
The third step: evaluate your network
Think of your organization as a giant social media network – LinkedIn or Face book. Take a look at your connections. How many do you have? Even more important: how many of your connections are decision makers? It is not about the number of followers but all about who you can tap into when you need career advice or to sell your next big idea?
Business Leaders are political masters; they understand themselves, their teams, and their environments. Watch any successful leader and you’ll see a great politician – a relationship builder.
There’s an art to building relationships. It’s about intention. Each time you go out of your way to meet someone new, it should not be about you but about the advice you can offer. Think about your connections today.
Although political savvy is a crucial leadership skill, too few organizations build on it. While organizations invest heavily in leadership development and executive coaching, too little time is spent teaching politics and power. Despite this, power and politics is deeply and broadly embedded into nearly every competency framework.
Take a look at Lominger or Emotional Quotient. In the Lominger competency framework, Political Savvy lists at number 48 on the 67 competency list. “A savvy manager can navigate complex political situations effectively and quietly.”
Quietly? What does that mean: don’t tell anyone?
In Goleman’s book, Working With Emotional Intelligence political awareness is touted. “The ability to read political realities is vital to the behind the scenes networking and coalition building that allows someone to wield influence, no matter what the professional role. Mediocre performers lack such social acumen…”
If mediocre performers lack social acumen, is it because we don’t talk about building savvy? I think it is.
Action Step
Instead of shouting your dislike of politics and dismissing its power, ensure that everyone in your realm is equipped to understand and embrace it. The pitfalls of being unaware of politics create a significant impact on talent retention and engagement.
The answer: Build a savvy work force; retain savvy talent to drive stellar performance.
