Navigating Office Politics Women in Technology (WIT)

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Navigating Office Politics Whether we acknowledge it or not, politics exist in every organization. Where there are people, there will be political situations. Many people will tell you, "I'm not into office politics," because they equate it with having to play "dirty" to get what they want. It is possible to promote yourself/your cause without compromising your values. When you become aware of the types of political moves (maneuvers or “power plays”) that are happening around you, you can protect yourself and your career growth, as well as support your team and other stakeholders that are important to you.

NOTE: This 1-hour webinar is an excerpt from a full day workshop. In the full-day interactive workshop, participants learn how to:

Describe where power in the workplace comes from (5 bases)

Analyze their stakeholders & build connections

Map power & influence in their organization

Identify the informal networks at play in their work environment

Enhance their communication skills & relationships with others

Build their personal brand (or team's profile)

Recognize "bad behaviour" and its impact

Neutralize negative "play" and its effects on their work

Today’s Learning Objectives In this 60-minute webinar, you will learn how to:

Describe where power in the workplace comes from (5 bases)

Analyze your stakeholders & build connections

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Office “Politics”

Definition of Politics: The strategies people play to gain advantage,

personally or for a cause they support. Source: Mind Tools

Types of Negative “Politicians” (Tactics) Place a check mark next to the type of “players” you have experienced in your career so far (at your current workplace or in previous jobs, school projects, volunteer roles, etc.).

□ Ladder Climbers – are trying to get promoted at all costs

□ Self-Promoters – let their boss (and others) know about all their accomplishments in a “showy

way”

□ Coasters – want to expend as little effort as possible in the work they do

□ Coat-Tail Riders – let you or others do the majority of the work and reap the rewards

□ Idea Vampires – take credit for your work

□ Bus Drivers – “throw you under the bus” when you are not around (lay blame)

□ Back Stabbers – do or say negative things about you or betray a confidence you have shared

with them

□ Gossips – start and/or spread rumours; talk about you (or others) behind your back

□ Campaigners/Saboteurs – actively or passively work to undermine your work or credibility

□ Mudslingers – point out to others your perceived shortcoming or past failures (personal attacks)

□ “Old Boys Club” (aka Scotch, Cigars & Golf Club) – group of (typically) older men who have a

tight network that you can’t seem to break into and this is where some of the real decisions get

made

□ Delphi Technique – calculated method used to achieve an artificial “consensus” when a

predetermined outcome has already been decided

□ Others:

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Power vs. Influence Where Power Comes From in the Workplace Leadership and power are closely linked. People tend to follow those who are powerful. And because others follow, the person with power leads… and Power = Politics.

5 Bases of Power One of the most notable studies on power was conducted by social psychologists John French and Bertram Raven in 1959. They identified five forms of power. If you're aware of these sources of power, you can…

Better understand why you're influenced by someone, and decide whether you want to accept the base of power being used

Recognize your own sources of power Build your leadership skills by using and developing your own sources of power, appropriately,

and for best effect

1. Coercive – This comes from the belief that a person can punish others for noncompliance.

2. Reward – This results from one person's ability to compensate others for compliance.

3. Legitimate – This comes from the belief that a person has the formal right to make demands, and to expect compliance and obedience from others.

4. Expert – This is based on a person's superior skill and knowledge.

5. Referent – This is the result of a person's perceived attractiveness, worthiness, and right to respect from others.

Which of these power bases have you used in the past?

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Analyze Your Stakeholders Assess the Key Players Step 1. First, list the people you work with that affect the success in your job or on your current project.

For example:

Supervisor

Supervisor’s manager

Peers (in other departments)

Co-workers (within my team)

Direct reports (if any)

Customers/clients (primary, secondary, tertiary)

External stakeholders (vendors/suppliers, donors, financial institutions, etc.)

Government/regulatory bodies

and so on…

Step 2. Now, go back and identify (highlight) which ones are KEY players in your success right now.

These are the individuals who are influencing your success and you have a political relationship with, whether you realize it or not.

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Step 3. Next, categorize your KEY stakeholders as follows:

High Power, High Interest (Manage Closely): fully engage these people, and make the greatest

efforts to satisfy them

High Power, Low Interest (Keep Satisfied): put enough work in with these people to keep them satisfied, but not so much that they become bored with your message

Low Power, High Interest (Keep Informed): adequately inform these people, and talk to them to ensure that no major issues are arising

Low Power, Low Interest (Monitor): monitor these people, but don’t bore them with excessive communication

Adapted from: 7 Ways to Use Office Politics Positively

Getting What You Want Without "Playing Dirty" https://www.mindtools.com/pages/article/newCDV_85.htm

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Step 4. Finally, rate each key stakeholder (like a heat map) according to how they perceive you, your team, your idea/project, as follows:

Red = against (blocker) White = indifferent (neutral) Green = for (supporter)

Once you have completed this last step, if you have any individuals who have High Power (from Step 3) that are “cold, tepid or lukewarm,” then you can expect resistance. This can play out in various forms of overt or covert political maneuvers. Decide how you will address this lack of support. You may have to “neutralize” negative behaviours. And, sometimes you can do this on your own, but often it is wise to gain support in addressing important issues. That is where business networking (i.e., building connections and leveraging relationships) can help.

Cold Hot

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Build Connections Cultivate Supportive Relationships You can increase your influence and “positive political” efforts by adding layers of support. This involves gaining “friends” or “allies” intentionally.

Types of Allies

Truth Tellers

Truth Tellers are trusted allies who tell it like it is. They look you in the eye when you are up for a promotion and say, “If you don’t work at gaining more followership, you may miss your chance to move up.” Or, after a crucial presentation: “It went well, but next time, make stronger eye contact, speak slowly, and use more animated body language to get your point across.”

Agents

Agents are people in your organization or industry with whom you are close. Ideally, they already appreciate and trust you enough to vouch for your talent and promote you to others. They don’t require as much effort to cultivate as mentors and sponsors, but they require nurturing. Your very best agents proactively look for opportunities to help you by mentioning your name in key conversations and sharing intelligence.

Adapted from: 3 Simple Ways for Women to Rethink Office Politics and Wield More Influence at Work

https://hbr.org/2017/12/3-simple-ways-for-women-to-rethink-office-politics-and-wield-more-influence-at-work

Mentors

Mentors are trusted advisors who provide guidance and/or coaching in a purposely developmental relationship between a more experienced individual (mentor) and a less experienced partner (protégé or mentee).

Sponsors

Sponsors are usually in leadership or highly influential roles and intentionally help you move into new positions or suggest you for more advanced opportunities because they have the power to recommend you (by mentioning your name, or by putting in a “good word for you”) thereby ensuring you get a legitimate chance.

Highly Recommended Viewing! Carla Harris’ Ted Talk:

How to find the person who can help you get ahead at work ~13.5 minutes

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Tips for Dealing Ethically with Office Politics

Guidelines to Keep in Mind: Choose 1 or 2 that you will put into practice right away with a current “political situation” you are dealing with.

□ Avoid joining in the gossip

□ Choose not to take sides on a contentious issue

□ Remind yourself to not take it personally

□ Identify your core values/principles that direct how you will show up in interactions

□ Check your assumptions (seek to understand the other person’s point of view/motivations)

□ Confront political behaviour head-on (while remaining respectful)

□ Identify conflict styles at play and move the other player to a win-win mentality, if possible

□ Become clear about what you want/need in the situation and ask for it assertively (not

aggressively)

□ Cultivate “friends” and allies at work

□ Other: ___________________________________________________________

Thank YOU!

Julianna Cantwell, CACE, CPHR Website: www.junaconsulting.com

Email: julianna@junaconsulting.com Phone: (780) 619-6363

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Appendix A

Additional Resources (aka “Homework”)

Watch Ted Talk (~13.5 minutes) Carla Harris: How to find the person who can help you get ahead at work https://www.ted.com/talks/carla_harris_how_to_find_the_person_who_can_help_you_get_ahead_at_work?language=en Read Books