Have you ever attended a meeting where there is something that many people will like to raise but nobody dares to do so? This is the elephant-in-the-room phenomenon. An elephant sitting in the room is so prominent that it’s impossible for anyone to deny its existence. Yet, everybody pretends that it’s not there.
So it is with organizational politics. We all see it and yet nobody dares to openly discuss it. The phrase conjures up images of back-stabbing, sabotaging, rumour-mongering and behind-the-scene manoeuvring. These are acts that no self-respecting professional will want to be associated with.
However, this is only one side of politics and what is commonly called destructive or dirty politics. There is yet another side to the coin: constructive politics. An expert on office politics puts it this way:
“To the successful executive in a competitive organization, day-today life is politics. There is no doubt that a high-level of field-based competence is needed to get ahead. But choose any two competent people, and the one who has political savvy, agility in the use of power and the ability to influence others will go further.”
— Kathleen Reardon
It will help us have a more level-headed and meaningful discussion if we first agree on a definition of organization politics. Though there are many versions out there, I haven’t found one that I feel is sufficiently balanced and neutral. This is how I’ll define it:
Organizational politics is the art of influencing others towards a certain goal, and to enhance one’s standing in the organization, through conventional and/or unconventional channels.
To help us gauge its appropriateness, we may attach two conditions:
♦ Is that “certain goal” in the company’s interest or only self-interest?
♦ How fair, ethical and above board are the tactics used to influence?
Between “destructive” and “constructive” at the opposite poles of the spectrum, lie “apolitical”, “politically naïve” and “lacking political savvy”.
Along the career highway, these are common sights that you may have observed or even encountered yourself.
This person focuses on getting his job done in the best possible way. He is reliable, focused, consistent and a strong team player. While others in the company will seek exposure to senior management, he shies away from the limelight. His philosophy is, “If you’re good, people will know. I let my work speak for itself.” Recently, when the company announced a promotion, he was passed over. Though he is disappointed, he rationalizes that the company knows the value he is bringing. His turn will come slowly but surely. Maybe next year.
Case 2: The politically savvy vs the apolitical
Two managers A and B are considered the hot favourites for a posting to the company’s headquarters in New Jersey. It is generally understood that such a posting is a precursor for a higher position upon return to Asia. A and B are a study in opposites. While both are competent and highly regarded, A is much more outgoing and aggressive. He quickly finds out that the real decision-maker is a senior manager in New Jersey. He emails this person and sets up a series of calls to discuss his interest further. He also lobbies other managers who may be able to influence the final outcome. In contrast, B is less active and considers it odious to go around lobbying for support. He is aware that A is proactively “marketing” himself. However, he assumes that his boss will be able to speak up for him and leaves things basically to run their own course.
Case 3: Not everybody is completely above board
Senior management has just announced that due to budget constraints, a decision has to be made the following week on which of two projects to “kill.” Tension is obviously running high as both project teams have worked long and hard. While the two teams are burning the midnight oil to justify funding for themselves, the leader of one of the teams decides to do more than just that. Among the senior managers who will make the final call next week is someone he knows since their days back in the university. He plans to invite him for a dinner this weekend. Apart from seeking his support for his project, he has a few insights on why the other project is not worth spending another cent on, and he is more than ready to share them.
Case 4: The manager who can’t connect emotionally
June is feeling very dejected. For the life of her, she just can’t figure out why her opinions don’t receive a fair hearing. She’s convinced that they are technically sound and well-thought out. Yet time after time, all she gets is a polite nod from her colleagues and the bosses. She has tried to seek input on how she can get people’s attention when she speaks. They all say the same thing ad nauseam: “You are not relating to us on the same emotional plane. Each time you speak, the flow of ideas is disrupted. It’s like you have hijacked our high-speed car for a detour. You also overwhelm us with so much detail that we all lose the plot.”
I have debated long and hard with myself on how much I should share in this chapter on organizational politics. This being a book for first-time managers, will I not be unnecessarily alarming the readers? Perhaps, I should just leave this out as it’s unlikely that there will be that much politicking at this level?
Friends who have read the draft of this book are split on this question. As it is left to me as the author, I weigh in with those who advise, “Forewarned is forearmed.”
Politics is not a spectator sport. You can’t sit there and watch for it to be played out on someone else’s territory. There is a strange characteristic about politics. It seeks out those who are least interested in it. When it hits you, there will be severe repercussions on your career. And as you have seen in the earlier examples, you need not be at the senior rungs of management to be afflicted.
Whenever people interact, politics is the natural by-product. Ignoring it, or being apolitical, is not an option. The only way to ignore it is to seek a job in a remote location where you don’t need to interact with people. That of course means short-changing and marginalizing yourself, while more politically astute colleagues stride ahead to take on bigger roles and become more influential. Being politically naïve or lacking political savvy will lead to the same fate.
On the other hand, if you complement your professional competence with political skills, you will become more effective in advancing your career and the interests of your organization. The politics that we are advocating here is constructive politics which we can define as “the art of influencing others towards a course of action that will advance the shared goals of the individuals involved as well as those of the organization.”
Developing political savvy is not an overnight exercise. It will take awareness, interest and application over the course of your career. The sooner you get started, the better in control of your career trajectory you will be.
Albert Einstein was once asked: “Dr. Einstein, why is it that when the mind of man has stretched so far to discover the structure of the atom we have been unable to devise the political means to keep the atom from destroying us?”1
The great scientist replied, “This is simple, my friend. It is because politics is more difficult than physics.”
The foundation for political savvy is EQ. The outcome is to be able to influence others effectively by shrewd management of key relationships. Here is a framework to help you develop greater political savvy.
Step 1: Establish a sound track record
This is the most fundamental requirement. Know what you are required to do. Get your priorities right and spend your time wisely. Do such a great job that you excel in achieving all the goals assigned to you.
Step 2: Build a good reputation
Be aware that people who work with you are constantly observing you and others. What is that image you would like others to have of you? For instance, you would like people to view you this way: “I’m seen as trustworthy, reliable, having no hidden agenda, capable and well-regarded. When I’m faced with tough challenges, I do not cave in. I will collaborate with others and come up with a creative solution that is a win-win for all involved.”
Work hard to build this image for yourself. While it is better to let action speak louder than words, do not pass up on opportunities to let bosses know of the achievements you and your team have accomplished. Do it professionally and appropriately. Have a point of view on key issues and be prepared to speak up in meetings.
Step 3: Build alliances
Know who the powerful people are. Often, your immediate boss is the first person whose support you need. Frequently, it may not be enough. You may need to be on the good side of your boss’s boss and other senior people.
Win the support and respect of your peers and subordinates as well. Leverage the principle of reciprocity. Think win-win and seek to collaborate. Build up a healthy emotional bank account with all you work with. You may need to draw upon them sometime in the future.
Step 4: Develop and fine-tune your political awareness
Take interest in what is going on in your environment. Train yourself to spot shifting trends and clues that emanate when people around you interact, especially the senior managers. This is not to suggest that you devote your time like a corporate Sherlock Holmes sniffing things out. Far from it, in line with Step 1, your main focus is to do your job. While doing it, remember to look up regularly and scan the environment. Take little at face value. You may be able to take in cues that others miss. Pay attention to what your intuition is telling you.
Step 5: Work on your influencing skills
Be familiar with the eight levers of influence we’d discussed earlier. Know when and how to use them in various situations and with stakeholders.
Step 6: Think on your feet
Watch how successful leaders field and respond to questions. What do you do when others raise questions that you have no answers to? What if people don’t buy your idea? Get out of your comfort zone and get some real-life practices out there during meetings. Practice makes perfect.
Step 7: Pick your battles
Remember the adage, “You can win a battle and still lose the war?” Not every battle is worth winning. Occasionally, it is better to let others win. You also don’t need to have the last word. That said, be aware that sometimes you need to make a stand and win. For instance, if a colleague is spreading half-truths and disinformation about you and your team, it is time to respond forcefully. Get your facts right and muster your resources. Then act decisively and straighten him out. It is unlikely that the person will dare repeat this act of aggression on you after this.
Even as you deal with this particular incident, remember it is still possible to be both firm and magnanimous when making your point. This quote may be a fitting close for this chapter.
“Provide your adversaries a footpath along which they can retreat.”
— Sun Tzu in The Art of War
♦ Whenever people interact, politics is the natural by-product. Ignoring it is not an option. Those who do so will find themselves marginalized.
♦ Only by complementing your professional competence with political savvy will you be able to advance your career and the interests of your organization.
Q1: What examples of organizational politics have you personally encountered recently?
Q2: How did you handle them then? How will you handle them now?
