Lancaster argues that smaller units will just let you do your job. Politics are minimized, and conflicts and crises are openly discussed at meetings. You worry less about what so-and-so said. It can be argued that smaller companies or organizations have the politics of relatives. If you are not a member of the in-family, you may find your politics in need of repair.
I particularly liked this Lancaster point. Do what you are good at and enjoy. It makes for a healthier human being to realize Abraham Lincoln's adage about pleasing some of the people some of the time.
Lancaster certainly said a mouthful. You should, as Marilyn Moats Kennedy has said, work on the greens or the people who are neutral toward you in the organization. When push comes to shove in office politics, you will have people who can feed you information and understand the grapevine for you. Dee Soder, managing partner of CEO Perspectives, believes someone will then stand up for you.
Lancaster suggests that what you do on the outside will be heard about through your company. You represent your company to the larger community. If you speak or write, you are bringing credit to your company. If you participate in civic affairs, you are showing you care about the greater community. We all need to do something outside of our working lives. Work cannot be all consuming. That may lead to burnout.
People should know where they stand with you. However, I would caution to read people rather carefully. They may say one thing and do something entirely opposite. Robert L. Dilenschneider, a veteran public relations consultant and author of The Critical 14 Years of Your Professional Life, believes we should tell these backstabbers to cease their activity: "If you ignore it, it festers." I would opt for telling them diplomatically, especially if they have control over your future.
Mentoring Helps Women As Well As Men
Hal Lancaster in an issue of The Wall Street Journal, April 1, 1997, offered advice on building mentoring relationships. The advice is intended for women, but the ideas may also work for some men:
- Broaden your definition of the term "mentor."
Mr. Lancaster likes the term, learning partner. We can learn from people older and younger than us. According to Lancaster, you should select a mentor who can help you with specific concerns, such as conflict resolution. Select people based on their knowledge.
- Build a board of mentors.
Sometimes, you may want a female mentor. Sometimes, you may prefer a male. Mentors may come from all walks of society, including professional organizations, alumni groups, community groups, and women's forums.
- Vive la difference.
Find someone who is different from you. Look for differences. Don't always be comfortable with the mentor you have chosen.
- Market yourself to a prospective mentor.
Find out the outside interests of this mentor. Maybe the two of you like some form of music. Maybe you like jogging. You may offer a view the mentor does not possess.
- Take your mentoring in small doses.
Approach your prospective mentor slowly. I need some help in marketing segmentation. I need to improve my networking skills. Don't be a pest to the mentor. Know when to leave. You can learn a great deal by listening closely to your mentor.
Let's talk about some points people forget when practicing office politics. Never make friends with anyone for the first six months on the job. Check the lay of the land and be friendly with everyone, friend and foe alike in the company. See where the power bases are built. Become totally observant during those first six months. See who goes out to lunch with whom.
The Myths of Office Politics Rear Their Heads
Think about the myths as Marilyn Moats Kennedy discusses them. Here is one myth: If you work hard, you will get ahead in the company. That myth should work, but it often does not. People notice individuals who are good team players, not necessarily hard workers. I am not advocating you don't work hard at your job. Don't do, however, as one Japanese securities dealer did recently. He worked solidly for two weeks and died on the job. That is the epitome of not thinking about one's own life and owing everything to the firm.
You have to temper work with getting to know people. Spend some time on what we may call missionary work. Work out of your office and socialize to a limited extent with other people in the department. Get to know people's thinking. Spend a great deal of time listening. Never forget you are there in the organization to make a good impression, either at meetings or in the hallways. People want to trust you.
Sucking Up to Boss and Coworkers Presents Risks
In the last few months I have discovered one of the most important books on office politics, Work Would Be Great If It Weren't for the People, in the same category as Office Politics: Seizing Power, Wielding Clout (Kennedy) by Ronna Lichtenberg, a consultant and former Senior Vice President for External Affairs at Prudential Securities, Inc. Ms. Lichtenberg masters in each two and one-half page chapter the techniques people should use with effective office politics.Whenever I hear the grating term, "sucking up," I flinch at how that can be successfully applied in business. Many of us are taught all our lives to do the job and not worry about flattering coworkers or the boss. You have to listen closely to what Lorna Lichtenberg recommends. She believes in "artful sucking up." You don't just say a compliment to be flattering the wind. Your compliment should remain sincere. Study the boss and note one particular outstanding trait. Perhaps, the boss gets all the reports in on time to upper management. You might say something like this: "You certainly made a difference in our department. With our reports in time we looked good to upper management." Usually, according to Lorna Lichtenberg, people are so taken aback by what you said that they respond favorably. Ill-defined comments, though, are defined as kissing "you know what." Ms. Lichtenberg tells the story about her boss who was so good in negotiating. One day, after considerable study, she remarked to the boss about the negotiating with vendors: "Walt, you're so good at this. I think you could teach me an enormous amount." That person, after hearing the "sucking up," lighted like a Christmas tree. Lorna made her point. People will believe a compliment, even if it is far fetched. Pick your time and place, and practice your effective "sucking up."
George Bush Offers Sage Political Advice
George Bush, former president of the United States and now co-author of a book on his admninistration with Brent Scowcroft, has detailed important political lessons for all of us to consider:
- Don't assume anything.
- Stay focused.
- Don't lose your cool.
- Spend your political capital.
- Declare victory no matter what.
It would probably pay to examine some of the previous truisms. Bush would urge you in politics to take every picture and shake every hand. That is, don't forget your constituencies: your customers, clients, and colleagues. When you stay focused, you don't use a scattershot approach. The target is always in sight.
Office Politics Extends to Writing
Office politics does not just involve verbal (spoken) and nonverbal communication. Written communication should never be ignored when it comes to practicing effective communication principles. Your harsh tone in an e-mail or a memo can spell some doom in trying to get your ideas accepted. You are not in the room to read the subtle nuances of the communication delivered. Therefore, your words have to carry the political message. You have to know when to become indignant and when to paraphrase the words carefully. Therefore, in office politics, as in any written communication, you need to know your audience. Whom am I writing to, and how will that person react to my political message? Can I politically improve my message by using bullets and short paragraphs?
Can I reach my reader by buffering the bad news? Can I say something the recipient will agree with before expressing the bad news? Therefore, to be politically correct in written communications, I should us audience analysis, phrasing of words, and the presentation of ideas. Also, the "cc's"in e-mail make a political difference.
Last updated Wednesday, May 24, 2006
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