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Office Politics 101 : Building Mutually Beneficial Coalitions
Many people consider politics—especially office politics—a scourge, a blight, something to avoid as much as possible. But return to the original Greek meaning of the term “politics” and what you find may astonish you—it has no negative connotations at all.
At its essence “politics” means “building coalitions for the good of the state.”
Every leader needs a loyal group of followers to support his or her idea, objective or goal. Too many people fail to understand that organizations are ecosystems where politics are mandatory, not optional, even though they’re rarely discussed (except in derogatory terms). If you listen closely in office hallways you’ll hear intentionally-desultory remarks: “He (or she) is so political” or “Watch your back—that company is a cesspool of politicians.”
Recognise the verve and value of positive politics
Politics is not always about big power or big money. It’s often about improving people’s lives. So having great political instincts is a crucial leadership skill. Unfortunately rarely is the discipline taught as much as it is “caught” in schools and organizations. Although organizational scholars have been writing about politics for eons, people within organizations recognise or define this skill set as a critical part of management development.
Political savvy defined
“Political savvy” is perhaps best defined in Marty Seldman’s book, Survival of the Savvy. Seldman calls it “the art or science of informal, unofficial and sometimes behind-the-scenes efforts to sell ideas, influence an organization, increase power, or achieve other targeted objectives.” Notice that Seldman’s definition is values neutral. Make what you will of “office politics”; but true political savvy” opens up a world of powerhouse possibilities.
Political savvy flows through the veins of all leaders worthy of the title
So from now on when you’re at work and encounter the whispered term “politics,” don’t run and hide. Don’t put your head in the sand. Tune in and listen.
Action Plan
Listen to the positive, synergistic, strategic rumblings going on around you. Understanding office politics is a critical leadership skill—a skill to hone and embrace – as long as it’s for the good of the organization or team. When you hear chronically negative back-biting from an individual or small group in your organization, it’s your cue to think critically, not to abandon honing your “political savvy.”
A class action suit against Walmart with the potential to reach billions of dollars has huge implications for every organization. Walmart’s workforce is over 70% female but less than 30% hold senior management positions.
The math doesn’t add up.
At Walmart it appears that performance ratings and tenure count for little; hardly any women are promoted and those that do have to wait longer.
This lawsuit has the potential to reach unprecedented numbers, given that Walmart is one of the largest global employers, with over 1.4 million in the US and 2.1 employees worldwide. If the US Supreme Court decides on a class action suit, the numbers are mind boggling.
In the middle of this controversy stands performance review practices- and the erroneous thinking that women don’t want to move ahead.
Think again.
Favouritism- liking or disliking someone- plays a big role in performance reviews. This past year, Performance Management systems have become flash points in class action suits; Novartis, Goldman Sachs, HP, Lockheed Martin, and now Walmart.
Many of the cases have cited bias, systemic discrimination stemming from unfair subjectivity. The payout and punitive damages of lawsuits provide ample support to remove these anachronistic systems and replace with something new that adds value, measures ‘real’ business results and ensures equal weighting for promotions, bonus and pay.
When it comes down to it, does anyone actually get promoted on the basis of performance forms alone? Few, if any at all, particularly when promotions are linked to who you know, not what you know. And in Walmart’s case -well… who knows?
Jeffrey Pfeffer in his book on Power states in studying the performance appraisal process “those who were able to create a favourable impression received higher ratings than did people who actually performed better but did not do as good a job in managing the impressions they made on others.”
Rest assured two positive outcomes will emanate from this suit:
1) A review of outdated, over politicized performance review systems
2) An increase in Bias Awareness training
Woody Allen said “80% of success is showing up.”
How do you enhance your personal impact and build savvy skills? Show up and have something to say.
I used to watch one manager running through the hallways at the office – always late for a meeting. He thought this gave the impression he was busy – the reality is, he looked stressed, hassled and unorganized.
Avoid the rush. Arrive a few minutes early. Avoid being seated in the back of the room far away from anyone of influence.
You won’t have to elbow or jostle your way to sit next to the senior executive or CEO. But if you happen to sit next to the CEO, have something to say. You should have your, “Who Am I” story ready. Annette Simmons in her book, The Story Factor states there are six stories every leader needs to know how to tell, “who am I” is just one of them. Practice it.
Many organizations provide high potential talent with the opportunity to sit next to the CEO – yet, some of the talented managers are unprepared. One manager told me he was seated next to the CEO and when the CEO asked what he did, he said, “I work here.”
Deinitely a missed opportunity.
Think about advertising tag lines and how they grab your attention – when you’re seated next to someone of influence and asked what you do – how about responding with, ”I drive innovation” or “I’m a start up specialist” – both are conversation starters.
What’s your tag line?
Many people grapple with the word politics and some shy away from it completely. Going back to your Greek studies, remember Pericles ”just because you do not take an interest in politics, does not mean politics does not mean politics won’t take an interest in you.”
Politics and power go hand in – you can’t have one without the other. Maybe you’re one of those who think – Power Corrupts? Looking deeply into this quote, the reality is - Powerlessness, Corrupts and more dangerously so than power – so states Harvard Business Professor, Rosabeth Moss Kanter
So, how do you embrace power?
Take a step back and look up for your computer to study power dynamics inside your organization.
Ask yourself:
How are decisions made here – and- Who influences these decisions?
When thinking about power, many people think money – typically anyone controlling finances has power- but this is one type of power – there are other sources of power navigating the halls of your organization – the informal networks which are often more influential than budgets.
Some people walk into a room and intuitively know who has power and who does not – others create elaborate charts mapping networks and connections to people of influence – either method you choose – works!
Instead of sitting at your desk crafting one more email, reviewing the details of your marketing plan, or putting more columns in your spreadsheet; how about taking an influential colleague to lunch? In the process you may find a powerful mentor.
So, what is politics? Literary scholar and politician, Benjamin Disraeli stated, “real politics is about the possession and distribution of power.”
Embrace the political side of your organization today and take power to lunch this week.
