Political Dilemmas at Work E-Book

Gary Ranker

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 310

Veröffentlichungsjahr: 2008

Beschreibung

Mike Phipps and Colin Gautrey's first book, 21 Dirty Tricks at Work, presented the most common political tactics used by individuals in the workplace. This book helped many people around the world handle these tactics in a constructive and assertive manner. What was not tackled were the more strategic political situations that people find themselves in when others exert their power and influence, the type of political campaigns that can leave individuals feeling bemused, fearful and paralyzed. Political Dilemmas at Work will present real political challenges in an original and engaging way - which will be instantly recognizable by any experienced manager. Then, based on the authors' experience of coaching managers and directors, they will offer analysis and practical tools and tips about how to deal effectively in these situations. With the workplace becoming more political and competitive by the day, Political Dilemmas at Work will come to the rescue. This book will become required reading for anyone who is ambitious and wants to ensure that they do not fall foul of negative organizational politics.

Leseprobe

Table of Contents

Praise

Title Page

Copyright Page

Epigraph

Foreword

Preface

Political Dilemmas at Xennic

How to Read Political Dilemmas at Work

Chapter One - POLITICAL RIVAL

Everyone Does Politics—So Get Used to It

Play to Your Own Strengths—Not to Your Rival’s

Use Your Energy to Influence the Decision Makers—Not to Fight Your Rivals

Promotion Is Seldom a Right or an Inheritance—It Must Be Earned and Influenced

The Political Bottom Line

Chapter Two - POWER VACUUM

Recognize Your Career Opportunity in the Power Vacuum

Identify the Risks Created by the Power Vacuum

Move into the Spotlight and Take Firm Decisive Action

The Political Bottom Line

Chapter Three - VICTORIA’S SECRETS

Be Sympathetic about Other People’s Desire to Know

If You Can’t Tell Them “What,” at Least Give Them “Why”!

Be Clear about What Can and Cannot Be Shared

The Political Bottom Line

Chapter Four - TROUBLEMAKER

Make a Stand by Reconnecting with Your Own Personal Power

Review Your Past Actions to Correct the Troublemaker’s Behavior

Increase Objective Feedback to Key Stakeholders

The Political Bottom Line

Chapter Five - CONSULTANTS RULE

Gain Clarity on What Needs to Change

Decide on Your Approach to This Dilemma

Make This a Constructive Challenge

The Political Bottom Line

Chapter Six - TOUGH ACT TO FOLLOW

Go for Evolution Not Revolution with Your Change Agenda

Confront the Dilemma Openly and Constructively with the Team

Be True to Your Own Style and Give Them a Leader with Integrity

The Political Bottom Line

Chapter Seven - HOME ALONE

Create a Broad Base of Powerful Stakeholders

Develop Your Own Capability to Influence

Make Networking an Integral Part of Your Work

Build Your Own Political Capital and Personal Brand

The Political Bottom Line

Chapter Eight - TURF WARS

Weigh Your Options Carefully and Make a Clear Decision

Move Forward with Your “Stay Neutral” Decision

Move Forward with Your “Compete” Decision

Move Forward with Your “Facilitate a Resolution” Decision

Move Forward with Your “Take Sides” Decision

The Political Bottom Line

Chapter Nine - MR. NICE GUY

Get Real about Pleasing Other People

Develop an Understanding of How Power Is Distributed in Your Organization

Proactively Manage the Political Fallout

The Political Bottom Line

Chapter Ten - THE APPRENTICE

Analyze the Disruption and Prioritize the Action

Use Power to Proactively Advance Your Interests

Rebuild Your Relationship with the Apprentice

The Political Bottom Line

Chapter Eleven - THE EMPEROR WEARS PRADA

Invite Debate, but Don’t Always Expect to Get It

Learn to Cherish Uncensored Opinion and Welcome Bad News

In Times of Change, Stick to the Contract

The Political Bottom Line

Chapter Twelve - CULTURE SHOCK

Turn On Your Political Antenna and Learn to Fit In

Master the Informal Decision-Making Processes

The Political Bottom Line

Chapter Thirteen - FIRESTARTER

Discover the Hidden Agendas behind This Dilemma

Prepare to Challenge Your Sponsor

Meet with Your Sponsor and Gain the Support You Need

The Political Bottom Line

Chapter Fourteen - THE OUTSIDER

Create Multiple Connections with the Inner Circle

Raise Awareness and Create a Positive Profile

Take Your Impression Management Campaign on the Road

The Political Bottom Line

Chapter Fifteen - FRIENDLY FIRE

Determine How Your Behavior Might Be Contributing to the Dilemma

Build Trust to Unlock Real Motivations

Prioritize Competitive Issues and Facilitate Win-Win Solutions

The Political Bottom Line

Chapter Sixteen - ROAD TO NOWHERE

Find Out More about the Project and Get to the Politics

Test the Political Temperature with a Hypothetical No

Find a Safe Way to Uncover the Hidden Agenda

The Political Bottom Line

Chapter Seventeen - THE STATUS TRAP

Analyze What Makes You Influential

Develop Alternative Strategies for Influence

Change Your Style to Better Influence Others

Understand the New Rules about Status

The Political Bottom Line

Chapter Eighteen - THE SUCCESS TRAP

Determine Exactly What Is Not Working

Engage Your Stakeholders to Uncover What’s Changed

Decide How You Are Going to Adapt

The Political Bottom Line

Chapter Nineteen - THE INTERIM

Negotiate the Ground Rules with Your Boss

Understand That People Are Resisting the Interim, Not You Personally

Consult Actively to Build Relationships and Influence

The Political Bottom Line

Chapter Twenty - SPIN DOCTOR

Analyze the Nature of the Spin and What Lies behind It

Protect Your Integrity by Knowing Your Bottom Line

Challenge Your Boss Constructively

The Political Bottom Line

Chapter Twenty-One - A NEW CHARTER FOR CAREER SUCCESS

It’s a Political Organization

The Elusive Inner Circle

Association with Organizational Priorities

Internal Networking and Political Intelligence

Information, Communication, and Spin

Deep Thought, Swift Action

The Other Agenda

Political Allies

Issues of Truth

Influence versus Status

New Stakeholder Maps

Resistance

The Other Organizational Chart

The Ambiguity of Consultants

Key Projects, Great Opportunities

Personal Power

The Value of Competition

The Other Side of Stakeholder Management

Interim Opportunities

Issues of Trust

Clearer, Cleaner Contracts

Influence with Integrity

Conclusion

Building on Your Success

Index

Praise for Political Dilemmas at Work

“Dealing with politics at work is not about outflanking opponents using any device available to you; it is as the authors argue about knowing yourself, the organization, and your network. It is about becoming wise not manipulative.”

David Lane Professor Middlesex University

“By staying focused on the positive views and steps that you can take to help turn these challenges into opportunities, the authors offer a clear road map to help you create a successful journey on any path!”

Steve Rodgers President and CEO Prudential California Realty

“This book is a straightforward, easy-to-read guide to managing the politics of the work place. The authors outline clever solutions to a range of issues. This book is a valuable asset.”

Leni Wildflower PhD Director, Evidence Based Coaching Program Fielding Graduate University

“The book Political Dilemmas is as relevant in Brazil as in the United States. It helps managers understand and solve everyday political problems.”

Fabio A. Oliveira President & CEO Sao Paulo Air Transports

“I thoroughly recommend this book to anyone striving to succeed. Building trust, being true to yourself and learning the political skills—these are the secrets revealed in this punchy and wise book.”

Jonathan Perks MBE Managing Director, Board and Executive Coaching Penna Plc

“Snappy and easy to grasp. Excellent reading for any executive wanting to navigate the treacle-rich world of corporate politics.”

David Rock Author of Quiet Leadership

“A must read for anyone climbing the corporate ladder.”

Gregg Feinstein Managing Director & Co-Head of M&A Houlihan Lokey

“The authors have provided a clear-eyed and realistic view of the way all organizations are political, since they inevitably have members with differing interests. Don’t go into battle without this book.”

Allan R Cohen Co-author, Influence without Authority

“Finally, a practical and dare I say, positive book about the elephant in so many (board) rooms: workplace politics. These authors with their years of experience, have put together the most compelling anecdotes that leaders really face.”

Alisa Cohn Principal Alisa Cohn & Associates, Inc.

“Brilliantly shows us how “political prowess with integrity” is at the seat of developing full personal power and effectiveness.”

Wendy Johnson President and CEO Worldwide Association of Business Coaches

“ . . . Political Dilemmas at Work discusses politics as a process to be channeled rather than a necessary evil to be exploited and will be part of the business education vernacular very shortly.”

Micole Bautista former Head of Customer Management Academy Unilever Plc

“This book helps all of us find healthier ways to achieve our goals without damaging ourselves or others and to build stronger, more life-giving workplace cultures.”

Keryl Egan Executive Coach and Clinical Psychologist

“Lifts the lid on political behaviors at work in a very useful and practical way. Importantly, it shows how to navigate politics with integrity.”

Sally Bibb Author, A Question of Trust

“With their simple and practical insight into corporate politics, the authors have managed to strike the elusive and delicate balance between integrity and intelligent politicking.”

Charles Moyo Managing Principal Lenong Marketing

“Whether your goal is to maintain your current level of success or to build on it, this book outlines clear step-by-step ways to face up to and work with the Machiavelli in your office before he sabotages your life and goals.”

Dr Kevin O’Brien Psychotherapist and Executive Coach

“Unlocks the secrets to being effective in large organizations. It’s practical, readable, and persuasive. It’s so good that you might want to keep it to yourself!”

Collette Lux Director e-skills UK

“This is a practical action-based book that helps stack the odds in your favor.”

Adrian Saunders Head of Private Clients Marsh Ltd

“This book is a must-read for anyone who works in an organization of any size who wants to build skills to help them make the right decision when faced with political situations in the workplace.”

Denise Sinuk Associate Director The Conference Board

“The authors provide meaningful help to everyone whose career has been challenged, interrupted, halted or negatively affected through the implicit manipulation of authority or power in the workplace.”

Graeme Gladman Managing Director BrandQuest

“Political Dilemmas at Work captures the dilemmas of everyday life and tackles them with practical advice and knowledge that we all can use. It is nothing short of extraordinary.”

Katie McGuidwin Marshall Goldsmith School of Management Alliant International University

“Trying to avoid politics in a work situation is comparable to an ocean swimmer trying to avoid water. Yes water can drown you, but a great swimmer uses the currents to her advantage. The authors have written concise scenarios on how to understand and thrive in the political currents of organizations. This is a book to keep close by, ready for emergencies?”

Robert Dickman Co-author, The Elements of Persuasion

“Challenging the orthodoxy of the incompatibility of integrity and corporate politics . . . brings practical advice to the dilemmas we all face.”

Peter Horne Director of Strategy Framestore

“The reader is left with a sense of being understood, no matter what the specific political dynamic and a clarity of the next action to take as they progress successfully in their career. A must read at any level of the organization.”

Carri Scuba owner Core Vision Concepts

“ . . . the authors have done a masterful job of providing practical, specific, roadmaps that address [the] 20 everyday situations one encounters in the work place. The book lays out how to do it and maintain and build your personal integrity.”

Chris Coffey Behavioral Coach, Trainer, and Speaker

“ . . . opens your eyes to people’s underlying goals and often carefully hidden agendas . . . [helps you to] grasp the opportunity to make a difference whilst remaining true to your values and beliefs.”

Karen-Ann Milne Learning & Development Business Partner Pearl Group Ltd.

“Gary’s ideas have given me an entirely new frame of reference that empowers me to not only navigate for my own interests, but to help people around me as well.”

Marilyn McLeod Speaker, Author, and Coach

“If only this valuable resource came along with the signed contract for every new job in corporate America. There is much to learn and comfort to find in the entertaining depictions and wise recommended action steps provided by these generous authors. At long last, there’s a place to go instead of the water cooler for navigating the choppy waters of politics at work.”

Elise Lelon Founder and CEO The You Business

“Political Dilemmas at Work has arrived just in time! Experienced and emerging leaders are often confronted with perplexing political dynamics in their organizations and navigating the political landscape isn’t being taught in business school. This book is an excellent resource to assist those choosing to develop authentic and positive political skills.”

Gretchen M. Krampf MSOD PCC Organizational Development Consultant and Leadership Coach

“Politics Dilemmas at Work gives those of us who work in the corporate game the right cards to trump any situation we face. A must read to navigate the stuff of politics.”

Mark J. Williams Vice President Human Resources PAREXEL International

Copyright © 2008 by Mike Phipps, Colin Gautrey, and Gary Ranker. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data:

Ranker, Gary, 1942- Political dilemmas at work: how to maintain your integrity and further your career / Gary Ranker, Colin Gautrey, Mike Phipps. p. cm. Includes index.

eISBN : 978-0-470-44073-5

1. Office politics. I. Gautrey, Colin. II. Phipps, Mike, 1957- III. Title. HF5386.5.R364 2008 650.1’3-dc22 .

I’d like to dedicate this book to my friend of 20 years, MarshallGoldsmith. Without your encouragement I would never haveembarked on this journey. Thank you Marshall!

—Gary Ranker

For making all of this possible, Eric and June - the best parents one could wish for.

—Colin Gautrey

Diane, Edward and Oliver Bartley, who continue to bring new meaning to Life Long Learning!

—Mike Phipps

Foreword

Foreword written by Marshall Goldsmith, New York Times best-selling author of What Got You Here, Won’t Get You There, the Harold Longman Best Business Book for 2007.

In my career, I have had the privilege of working with over 100 major CEOs and their management teams. My clients are already successful leaders who are working to “take it to the next level” and get even better.

Even the greatest leaders, at all levels of an organization, sometimes face political challenges. They need to be able to promote the ideas that they believe are in the best interest of their companies—while at the same time respecting the differing views of their colleagues and maintaining teamwork.

Top leaders often face a dilemma. They need to encourage the entrepreneurial spirit within each of their team members and, at the same time, ensure that everyone works as one unit for the good of the company. Diversity of views strengthens and enhances quality—and often the best ideas are made better because of lively debate and discussion. But once the decision is made, everyone needs to pull together to ensure effective execution. Too much rivalry can damage an organization, while too much forced harmony can lead to groupthink and competitive stagnation. Getting the balance right is vital to corporate success.

While leaders usually understand the balance between individual contribution and teamwork intellectually, they often face challenges in balancing these forces. For example, if executives aren’t careful, recruiting new talented and ambitious people into their teams can immediately raise the level of internal competition.

In today’s fast-paced world, leaders need to gather diverse opinions and achieve fast resolution. Team members need to learn how to make a positive difference and influence with a sense of integrity and fair play. In short, leaders must develop teams with positive political capability.

Positive political capability is the ability to embrace the competitive tension that can help push an organization forward. It recognizes personal interests while also advancing the interests of the larger organization. Political skills are critical to both organizational success and career success. Rather than duck the issue, top leaders need to accept this tension and help their teams effectively manage the political dimension of their businesses.

Developing this capability is a crucial goal for leaders at all levels. The impetus need not come from the top; it can come from individual ambition. Once the need is recognized, solutions can be found! This book offers many of them, and I believe it makes a practical contribution to the field of management.

To begin with, rather than dwelling on vague concepts of influence science, it focuses directly on the dilemmas that are, in my experience, common at many organizational levels. It attends to the work in hand right now, the important ideas that need to be pushed forward, and the competition that these ideas will face. This saves time while building skill. The authors also shift the reader’s mindset from simply trying to solve a problem to looking for the opportunity within it. To see these situations as problematic is natural; but when you shift your perception to a positive frame of mind, you are far more likely to succeed.

The authors of this book are experts with decades of practical experience helping people at all levels develop their political skills. My friend and colleague Gary Ranker, whom I have known for almost 20 years, was a founding thought leader and valued mentor for PhD students at the Marshall Goldsmith School of Management during its formative years. Gary has been ranked as one of the world’s most-respected executive coaches. He has a unique way of guiding his clients’ performance development based on his vast expertise in organizational politics. Colin Gautrey and Mike Phipps have developed an impressive track record with their senior management consultancy—Politics at Work™. They help their clients get tangible results by developing their ability to influence with integrity. By joining forces, Gary, Colin, and Mike have produced something quite remarkable.

In Political Dilemmas at Work, the combined experience of the authors shines through. They focus the spotlight squarely on very real problems that executives around the world will be all too familiar with. Rather than dwelling on the negative, they offer readers hope. Within every dilemma there is opportunity, and their careful analyses are chock full of recommendations for positive action—action that readers can take tomorrow.

I heartily commend this work and love the focus it gives. It deserves a definite place in every executive briefcase—take it with you wherever your travels lead in the political world of work!

Preface

The atmosphere was tense and excited. With standing room only, the audience waited with anticipation. As the presentation began, silence descended, and the audience members listened intently. The opening words told of a world of intrigue—of the tactics and strategies played out in the workplace. Reactions ranged from wry smiles to excited chuckles. When asked to share a political story with a partner, the audience erupted—the noise overwhelming. They clamored to be the first to share their own experiences of organizational politics.

—London Business School, October 2007, Annual Reunion

This description offers evidence of a growing level of interest in the subject of organizational politics. We experience this response whenever we present our work. Our seminars are packed to overflowing with people who attend for a variety of reasons. The majority of people arrive hoping to gain something that will help them manage politics at work and allow them to perform at their best. Most of them see politics as a nuisance and an irritation. A few come to learn a trick or two to manipulate their colleagues. Whatever their motives, we offer everyone the opportunity to learn how to manage organizational politics more effectively.

Political dilemmas include clashes of agendas, personal values, or motives. These types of dilemmas can deflect us away from doing good work or doing the right thing—with inappropriate politicking. Political dilemmas are often further complicated by a lack of honesty and directness between individuals. Where this combination of competition and subterfuge affects the organization, then it is a performance issue. But when it affects our career success, then it becomes a political dilemma.

As internal competition increases, so does our awareness of political dilemmas. We wonder what we should do. We want to know how to get what we want without losing our integrity. We worry about moves and countermoves. These thoughts and many more like them arise naturally. For everyone, political dilemmas increase the emotional temperature in the workplace. Stress grows and indecision threatens. It can be tempting to bend the rules or to act outside of our personal values.

It is too easy to label political dilemmas as inherently bad, but we should change the way we think about and approach them. Each dilemma presents a significant opportunity, not just for us to learn, but also for us to become more effective and influential. We need to tune our political antenna into organizational politics to deepen our thinking and increase our awareness. With a little help, by thinking and acting differently, we quickly realize that we can handle these situations and maintain our integrity. As our confidence grows, so do our career prospects!

We see this every day in our coaching and workshops. People share their political dilemmas with us. They want to know what has gone wrong and what to do about it. We are able to help them come to terms with what is happening, understand the bigger picture, and make confident moves to improve their situations. We offer them hope, and more important, we show them how to turn their dilemmas into opportunities.

We all need to handle political dilemmas in a more effective and positive way. Research and articles are published frequently showing how people all over the world are experiencing this as a problem. Little research has been done to quantify the damage this can cause to the bottom line. We know the cost is high—at personal levels and for the organization. Still, fewer publications point to a way forward. It is no longer acceptable for us to ignore this; action must be taken.

The organization is a competitive place, which is both necessary and useful. The bad news is that without focusing on authentic and positive political skills, this internal competition could tear organizations apart. We need to acknowledge this reality and work to ensure that internal competition is able to thrive in a positive way. We need to equip our teams and ourselves with the ability to influence in the best possible ways—while maintaining our integrity.

But where do we turn for help? Books abound on the subject of office politics. These tend to focus on the negative and would have us join the folk who engage in politicking. Others tackle the subject from a more academic angle by outlining the key skills and exploring them in detail. Workshops that focus on this area are rare. Many more workshops focus on interpersonal communication, emotional intelligence, and many other valuable skills. They may be promoted as influencing skills workshops, but most neatly avoid tackling the subject of organizational politics explicitly. In most cases, a better alternative is to engage a coach to help us develop a deep insight into the particular situation we face. By helping us think things through, we can be led to new insights. Finding a great coach who can also add to our political knowledge can be tough, but not impossible.

Too many solutions only offer generalized advice and help us build our skills, which can lead to great improvements in our potential over time. But what if we are in a hurry? What if our situation cannot wait for the next workshop? Besides, how do we apply these general skills to our specific dilemmas? It was with these challenges in mind that we decided to write Political Dilemmas at Work.

This book focuses on specific political dilemmas that are common in the workplace. We have combined our experience of working with individuals facing political dilemmas at different organizational levels all around the world. We have outlined the dilemmas that we found our clients facing most often. Most of these are instantly recognizable to most managers and leaders. Rather than dwelling on the causes and preaching theory, we chose to create a practical, no-nonsense guide to action. Taking appropriate and considered action can quickly transform a dilemma into an opportunity. So with each dilemma, we have focused on action, based on clear thinking.

By increasing awareness, focusing on positive political skills, and guiding assertive action, we help our readers and their organizations grow more successful.

Political Dilemmas at Xennic

Throughout our book, we use the example of a fictitious corporation called Xennic Inc. It is poised in a delicate position, having agreed to a merger. It is a place filled with ambitious and talented individuals. Like all large organizations, it has a dynamic and competitive environment where power and politics are an everyday reality. Naturally, this leads to frequent conflict, where agendas and personalities clash. This threatens not only the careers of our main characters, but also organizational performance and the merger.

Each of the Political Dilemmas at Work provides a short example taken from Xennic. The examples are written as if they were the beginning of a coaching session with a senior member of the Xennic team. It outlines the problems and the concerns people have—it summarizes their dilemma, which helps bring the political dilemma to life and makes it realistic as an aid to learning.

In “Turf Wars” (Chapter 8) we discover the plight of Carlos, trapped between Jack (his boss) and Joe Espinoza (the powerful new Finance Vice President). Joe is ambitiously seeking to seize Carlos’s unit from Jack. Jack is beset with other problems too. Al, the president has hired “The Apprentice” (Chapter 10) to put Jack under pressure to change. Yet this new hire—Don—has his own dilemma. As the “Firestarter” (Chapter 13), Don is becoming increasingly anxious about the lack of support from Al, as Jack resists his thrust for change. Recently, Al fired Donna (Sales Vice President) leaving in her wake a “Power Vacuum” (Chapter 2) and a “Home Alone” (Chapter 7) dilemma for her team. These are just a few of the dilemmas to whet your appetite for learning. All of these stories weave together and provide a rich picture of life at Xennic, which may appear a little grim, but no less real. Maybe not a wise choice for your next career move!

Rather than give you any more detail at this stage, we’ll let you discover as you read each individual’s story. You don’t have to read them all, nor does it matter which order you read them in. If you do read them all, you’ll see the bigger picture emerge and be able to benefit from our final chapter guiding the leaders of Xennic—and all such organizations—on how to transform their organizational politics into a positive culture of tough yet fair internal competition, which helps everyone focus on their priorities and maximize their prospects in the global marketplace.

How to Read Political Dilemmas at Work

This book will help you to build positive political skills. It will enable you to become more influential, maintain your integrity, and bring forward greater career success. Although it is focused on difficult political situations that are common in the workplace, it is strong on what to do. You may have experienced some of these dilemmas in the past. Others you may not have encountered—yet! In either case, you will find opportunities for learning, insight, and practical action on every page.

Start wherever you like. There is no need to read the book from beginning to end. If you are currently experiencing a tough political dilemma, scan the contents and look for one that appears to match your situation. Turn straight to that dilemma, read, reflect, and then take action.

The dilemmas are presented in no particular order, and you might find it more beneficial to turn straight to those that are the most interesting or those you believe have the greatest potential to increase your success. Some of these dilemmas may be on the horizon for you. To be forewarned is to be forearmed. So read these dilemmas actively. For those dilemmas you’ve already encountered, reading about them will help you to review your experience and make your political skill more robust.

As you read the dilemmas, you will begin to notice a number of key themes running through them. There are certain key skills that can be applied to most. Within each dilemma the focus is on how these skills apply to the dilemma being discussed. At the end of the book, you will find a section devoted to these themes that will help you consolidate your learning on the key skills required to be successful at resolving Political Dilemmas at Work while maximizing the opportunities.

There are a few points worth making clear:

• You must apply the advice in this book to your specific situation. It is impossible to prescribe exact solutions, so our advice has been focused around the generic dilemma being described. Adapt what we have suggested here so that you can be responsible for the action you take and the success you achieve.

• We encourage you to discuss your situation with trusted friends and colleagues. Give them a copy of this book and talk it through with them. Not only might they be able to offer direct help, they will also have the opportunity to develop their own political skill.

• For each dilemma, we have used attention-grabbing titles and brief descriptions to help you get what you need quickly. Although you may have only one pressing dilemma, you may find that several other dilemmas in this book have helpful advice and may apply—in which case, read all of these before you take action.

This book is about taking action. Using thought and preparation before action is essential. Until you act, the dilemma you face is unlikely to improve. Throughout this book, we stimulate your thinking, encourage sensible preparation, and provide clear ideas about actions you can take. Enjoy, learn, think, and do as you develop your political skills and realize that within each dilemma lies a seed of opportunity. The opportunity to maintain your integrity and further your career!

Chapter One

POLITICAL RIVAL

You’ve always played it straight and gotten good results. Now you’re up against a strong and cunning political rival who seems determined to derail your success.

The workplace is a competitive environment, and while team spirit and collegiality are widespread, competition is never far below the surface. While it might be comforting to think that as a team we are all pulling together with the same aims and objectives; this is only ever partially true. There will always be individual agendas, rivalry, and competition. And there will be politics. Appointments and advancements should be made solely in proportion to contribution and talent. It is reasonable to want this sort of simple meritocracy, but it is unrealistic and naive to trust that we will get it.

Not everyone plays by the rules. For some, winning is everything—and they use politicking—if that is what is required. For them, work is not an opportunity to contribute for fair reward, it is an arena for self-advancement and gain. And when faced with a tough opponent who seems determined to derail our success, then we have a political rival.

A Political Rival Dilemma

Someone has to replace Donna, so why shouldn’t it be me? I have the track record and the experience, my evaluations are consistently top 10, I am in the top quarter of the talent grid, oh, and I would look great behind the desk of the Sales vice president.

I know life isn’t always fair, but it would be a major injustice if I didn’t get a shot at it. Donna has always been supportive of me, and the subtext of our conversations was always when rather than if I would succeed her. The time is right, and I am ready.

The only trouble is that Jane is going for it too, and she is one ambitious woman. To see her in action is something else; she seems to have no shame. I guess she would call it networking or stakeholder management, but to me she has just become a major kiss-up. She always has the perfect political sound bite on her lips, and she bends whichever way the political wind is blowing. It is amazing, but it seems that she agrees with everything our bosses say—even if they are saying different things—and no one seems to notice her duplicity. They don’t see beyond her obvious charms.

She snipes and puts down any contributions that I might put forward. She excels at finding fault with everything I propose, and just will not let me get the credit for my ideas. I worry that even in a fair fight, she still might win. But playing the game her way, I don’t know how I can compete. I just don’t do politics—this is new to me—and would loose all self-respect if I played the game her way.

—Bill Lazelle, Head of Consumer Sales

Everyone Does Politics—So Get Used to It

There is no such thing as a nonpolitical organization, stop searching for it and learn to cope more effectively in the environment you have. Organizations—both by nature and design—are political, so to deny the existence of politics is to immediately hand an advantage to your political rival. Politics is a fact of organizational life, and it is not going to go away. To ask, “Is this a political organization?” is okay, but better questions are “What kind of politics do I have here, and how do I learn to deal with it?” Holding up your hands and claiming that you “don’t do politics” is no longer an acceptable excuse for not learning.

Have you ever been to a premeeting with a stakeholder to ask for his or her support at the next important forum? Ever thought carefully about the exact words to use in a communication to have maximum impact? Have you given someone an earlier deadline than you really needed in order to apply pressure for results? Or perhaps you have avoided a public confrontation and instead followed up with a private meeting. Maybe you have agreed to pick up a cost on your budget in exchange for a favor in return. Or have you supported a motion you disagreed with simply because the consensus was overwhelming?

Doing any of these things means you have behaved politically. But it wasn’t so bad, was it? Politics can certainly be bad, and most people can usually think of examples where the politics of self-interest have triumphed over common sense or decency. To label someone a “political animal” is usually to infer a slur on his or her character rather than deliver a compliment. But politics can also be a positive influence. Organizational politics includes all the behaviors you use to exert influence. You can have influence where you do not have power in this way.

In these days of matrix management and dotted-line reporting, politics is vital. Politics is how you make things happen and get things done in the gray areas and informal infrastructure of the organization. Politics is how you negotiate with your boss and peers, how you influence them and are, in turn, influenced. Politics is a key skill—not just for leaders and managers—but also for everyone who is working in the modern world.

If you want to be successful, then it is important to be influential, and this can only be achieved by recognizing politics at work, and by accepting that there is such a thing as positive, helpful politics. You may feel ambivalent about this, but you are already a political animal. What you need to decide is what type of political animal you are.