Office Politics or Critical Intelligence?

The Colonel’s in Your Corner by Colleen's Contributor, Jill Morgenthaler

When you hear the term office politics does it make you cringe and conger up a negative image in your mind? It shouldn't. Here's why.

During my active duty years in the 1970’s in the Army, I was a military intelligence officer.  The Army taught me to examine the Soviet military leadership structure to figure out who was in charge on paper and who was in charge in reality. We “mapped the shadow organization.”  One day, I had an epiphany!  I needed to know that about the command I was in.  I mapped the informal organization and gained insight into who actually had power.  Taking it a step further, I realized that I needed to meet and impress the power brokers; otherwise, I would remain just a young woman who foolishly joined “this man’s army.”  To meet the movers and shakers, I took up racket ball.  It wasn’t because I was drawn to the sport (I’m really a swimmer at heart) but it was because the men in power had taken it up.  By playing racket ball, I was able to network informally, develop relationships, gain access to information and opportunities, and build a reputation as an innovative problem solver and promising leader.

Years later, in my civilian job, I tried to help a colleague whose career was stalled by explaining that office politics is really about being savvy about the power in the office.  Anne told me that playing office politics was “immoral.”  She believed that hard work was enough.  Because she avoided the reality of office politics, Anne killed her career.  Fifteen years later, Anne is still in the same job, still frustrated, and still bitterly watching younger employees move up the ladder.

For many women, office politics is a dirty sounding concept.  However,  if viewed differently, office politics becomes political savvy, which in the workplace is about developing relationships (many women are fabulous at this), learning the formal and informal networks of power, gaining information (information is power), getting buy-in for ideas, achieving consensus, retaining employment (especially in this economy), developing opportunities for advancement, and receiving recognition for accomplishments .

As a woman leader, you need to overcome any biases you have against “office politics.”  If the word “politics” triggers negative connotations, try reframing.  Replace office politics with political intelligence, political acumen or organizational awareness.  Understand that political savvy is another function of the job that you need to master.  It is about understanding communications and relationships, developing networks, and achieving consensus.  Women excel at these, so apply it to the workplace.

How do you learn political savvy?  It sure isn’t taught in school or at the workplace.  Sometimes, the first time you learn that you’re not savvy is when you get the vague feedback, “You’re not being a team player.”  Red flag!  Let me share with you some information gathering techniques to take you from pariah to power player.

• Map the Shadow Organization.  There is the formal organization and then there is the parallel power organization that is unofficial — an informal network of relationships and coalitions.  See who has the bosses’ ear, who has influence, who gets along with whom, who is respected, who has the information, who really gets things done.  In other words, who are the real players?  It’s time to do some intelligence work:

1. Who goes to lunch with whom?
2. Who interrupts whom at meetings?
3. Who is recognized for getting things done?
4. Who controls or has access to key people and information?
5. Who directs resources (budgets, money, people)?
6. Who does the boss rely on for the straight scoop?

• Build Relationships with the players.  Get connected.  Find what each person is passionate about.  I learned to stay up-to-date on the Cubs, the Bulls, the Bears, and the White Sox.  You may find yourself taking up golf.  Alternatively, you may adjust your work schedule to informally network with the power brokers.  A friend of mine, Pat, was one of many attorneys in a large organization.  She watched, listened and learned who had the power to help attorneys excel.  She ended up taking a different train home from the office to have informal conversations with key players.  Pat moved from the general pool of attorneys to deputy chief counsel because she was recognized for having her finger on the pulse of the organization.
• Pay it forward.  Men easily understand that if they help someone that someone will help them in the future.  As Stephen Covey explained, you need to build up the emotional bank account before you seek help from others.
•  Leverage your political savvy.  After you have built relationships and coalitions, your network can help you.   You can be yourself while gaining support, advancing your ideas, and accelerating your career.

Once you understand better the intricate system of power in your organization, you can rise above conflicts, build a reputation as a leader, gain access to resources, information, and opportunities, and influence outcomes.  None of this is “dirty work.”  It is truly organizational awareness.

How do you deal with office politics?

Image: renjith krishnan / FreeDigitalPhotos.net