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Mastering Organizational Power and Politics
GVFHRA
September 18,2007
John Eldred
Chief Spiritual Officer
Transition One Associates
transitiononeassociates.com
Mastering Organizational Power and Politics
Diagnostic
Turn to the person on your left and complete the following sentence:
"The biggest political mistake I ever made was………………………………………………………………………………………”
MASTERING ORGANIZATIONAL POWER AND POLITICS
MY BIGGEST POLITICAL MISTAKE………..
IN CASE YOU HAD A HARD TIME WITH THIS, HERE ARE SOME SAMPLES:
1. CRITICIZING MY BOSS2. “ “ “ IN PUBLIC3. “ “ “ IN PRIVATE4.NOT CRITICIZING MY BOSS (BEFORE HE GOT FIRED)5.BELIEVING THE NEW VISION STATEMENT6.ACTING ON THE NEW VISION STATEMENT7.NOT KEEPING MY RESUME UPDATED8.TRUSTING THE CORPORATE MESSAGE, INSTEAD OF MY GUT9.NOT HAVING A PLAN10.NOT PAYING ATTENTION TO POLITICS
Mastering Organizational Power and Politics
QUIZ:HOW OFTERN DO YOU DISCUSS ORGANIZATIONAL
POLITICS IN YOUR ROLE, GROUP,ORG.?
1. HOURLY
2. DAILY
3. WEEKLY
4. MONTHLY
5. YEARLY
6. NEVER
SKILLS OF POSITIVE POLITICS*1.DO SOMETHING WELL, GET RECOGNIZED AS AN ACHIEVER
2.FORM ALLIANCES AND SERVICE THEM REGULARLY
3.GET VISIBILITY
4.GET CREDIT FOR YOUR ACHIEVEMENTS
5.RELIEVE PAIN WHEN POSSIBLE
6.CONTRIBUTE TO THE BIG PICTURE
7.KEEP DEVELOPING YOURSELF
8.HAVE A PLAN FOR YOUR PROGRESS IN THE ORGANIZATION
9.HAVE OPTIONS TO YOUR CURRENT JOB-ESPECIALLY IN GOOD TIMES
10.KNOW WHEN TO LEAVE
ALBRECHT, KARL. SOCIAL INTELLIGENCE, THE NEW SCIENCE OF SUCCESS2006, JOSSEY-BASS, p. 209.
Mastering Organizational Power and Politics
It is a sin to believe evil of others,
but it is seldom a mistake.
H. L. Mencken
Mastering Organizational Power and Politics
LESSONS FROM 1600 INTERVIEWS OF SENIOR MANAGERS:
1. POWER IS WHAT YOU USE WHEN YOUR INFLUENCE RUNS OUT!2. POLITICS IS OFTEN DISGUISED AS CULTURE.3. ALL SENIOR EXECUTIVES ARE ADEPT AT POLITICS, BECAUSE…4. LEADERSHIP IS THE EFFECTIVE USE OF POWER.5. POLITICS PERSISTS BECAUSE OPEN CONFLICT IS TOO DANGEROUS.6. A POLITICAL STRATEGY IS FUNDAMENTAL.7. TECHNICIANS ARE THOSE WHO BELIEVE POLITICS IS BAD.8. POLITICS IS LEARNABLE, BUT NOT TEACHABLE!9. EVERYONE WISHES THEY HAD LEARNED POLITICS EARLIER.10. THE MOST POWERFUL POLITICAL TOOL IS THE TRUTH.
Mastering Organizational Power and Politics
To be alive is to undo your belt and look for trouble.
Zorba the Greek
STAGES OF POLITICAL MATURITY©
•Mastery:
Politics as an Art
•Systemic Application:
Politics as a Strategy
•Selective Application:
Politics as a Tool
•Selective avoidance:
Politics as a Threat
• Bewildered passivity:
Politics as a Toxin
©John Eldred, Transition One Associates, 1991
Mastering Organizational Power and Politics
Why is that when you win on an issue, you call it leadership, but when you lose you call it politics!
John Eldred
MASTERING ORGANIZATION POWER AND POLITICS
ORGANIZATION COGNITION*
1.POINT THINKING
2. LINEAR THINKING
3.ANGULAR THINKING
4.TRIANGULAR THINKING
* R. KEIDEL, Seeing Organizational Patterns, Berrett-Koehler, 1995.
MASTERING ORGANIZATIONAL POWER AND POLITICS
POLITICAL DILEMMAS OF THE HUMAN RESOURCES LEADER
1. IMAGE
2. VALUE
3. ROLE
4. PARTNERSHIP
5. ETHICS
6. STRATEGIC RELEVANCE
WHAT IS THE FIRST THINGTHAT COMES TO MIND?
MASTERING ORGANIZATIONAL POWER AND POLITICS
POLITICAL DILEMMAS OF THE HUMAN RESOURCES LEADER
1. IMAGE CARETAKER VS. EXECUTIVE
2. VALUE COST CONTAINER VS. ASSET RETAINER
3. ROLE STAFF VS. PLANNER
4. PARTNERSHIP CONFIDANT VS. HOUSE ORGAN
5. ETHICS DEFENDER VS. ETHICIST
6. STRATEGIC REACTIVE ANALYST VS. PROACTIVE RELEVANCE ARCHITECT
Mastering Organizational Power and Politics
As each challenge arises, if you consider everything that could go wrong, you would never act.
Herodotus
Mastering Organizational Power and Politics
Nothing is stable in human affairs, so avoid excess joy in prosperity or excess despair in adversity.
Socrates
Mastering Organizational Power and Politics
He makes no friend who never made a foe.
Alfred, Lord Tennyson
Mastering Organizational Power and Politics
Why is that when you win on an issue, you call it leadership, but when you lose you call it politics!
John Eldred
Mastering Organizational Power and Politics
There is advantage in the wisdom won from pain.
Euripides
MASTERING ORGANIZATIONAL POWER AND POLITICS
CREATING POSITIVE POLITICS
PRACTICES FOR DEVELOPING A HEALTHY ORGANIZATION
INTRAPERSONAL* INTERPERSONAL ORGANIZATIONAL
1.ALTRUISM 1.SUPPORT, MENTORING 1.COMMUNITY SERVICE
2.ANTICIPATIO N 2.ROLE PLAYING 2.PLANNING, COACHING
3.HUMOR 3.STORY TELLING 3.CORPORATE ROASTS
4.SUBLIMATIO 4.PROTOCOLS 4.STRATEGIC PARTICIPATION 5.SUPPRESSION 5.MEDIATION, NEGOTIATION 5.OMBUDSMAN,
OPEN DOOR POLICIES,
ATTITUDE SURVEYS
© 1997, John Eldred, Transition One Associates, 30 Ridings Way, Ambler, PA.USA,19002-5241, 215-641-9431, Fax 215-628-8603,
*See George Vaillant, Adaptation To Life, Little.Brown, 1977
POWER AND POLITICAL STRATEGIES
BEYOND THE HEROIC MANAGER
“CREATIVE SOLUTIONS TO DIFFICULT POLITICAL PROBLEMS RARELY SPRING FULL-BLOWN INTO MANAGER’S HEADS” (P.172)
CORE VALUES OF QUIET LEADERS*
1. RESTRAINT
2.MODESTY
3.TENACITY
BADARACCO, J. LEADING QUIETLY, 2002, HARVARD.
POWER AND POLITICAL STRATEGIES
A STRATEGY IS A SET OF ACTIONS THAT WILL
BOTH ACTIVATE YOUR POWER BASE AND ALIGN
YOUR GOALS
©John Eldred, Transition One Associates, 1989
HIGH
LOW
POWER BALANCE
LOW
GOAL CONFLUENCE
HIGH
©John Eldred, Transition One Associates, 1989
HIGH
LOW
POWER BALANCE
LOW
GOAL CONFLUENCE
HIGH
©John Eldred, Transition One Associates, 1989
HIGH
LOW
POWER BALANCE
LOW
GOAL CONFLUENCE
HIGH
©John Eldred, Transition One Associates, 1989
HIGH
LOW
POWER BALANCE
LOW
GOAL CONFLUENCE
HIGH
COOPERATIONNEGOTIATION
DOMINATION INFLUENCE
POWER STRATEGIES MODEL ©
THE LEADER’S ROLE IN ENERGY MANAGEMENT
FROM TO
1.CONTROLLING EVENTS ORCHESTRATING ALIGNMENT
2.ENSURING CONFORMANCE ENSURING ACTIVATION
3.RESOURCE ALLOCATION RESOURCE MOBILIZATION
4.FOCUS ON PROBLEMS FOCUS ON LEARNINGS
5.REENGINEERING SYNCHRONICITY
6.CONTAINING ANXIETY CHANNELING ANXIETY
7.REDUCTION OF UNCERTAINTY INTEGRATION OF UNCERTAINTY
8.PLANNING AS CONTROL PLANNING AS ORGANIZED LEARNING
REFERENCE: John Eldred, 1992, adopted from John Ingalls, Human Energy Learning Concepts, 1979