August 22, 2011
Meaning: In society and in business, the term “politics” carries negative connotations with it. And the expression, “play politics,” implies someone who uses manipulation or deceit to get what they want. Yet, when I listen between the lines to why a leader has derailed, I sometimes hear comments like, “He was unable to navigate through the organization’s politics.” Or on the positive side, “We need someone who can handle the politics here,” or “We need an individual who has good organizational savvy.” Our French client calls it “organizational savoir faire.” What is this elusive skill? In short, I think it is the ability to influence without authority and to read where the sources of power and influence lie. Great leaders work collaboratively with others to build coalitions, to navigate special interests, to create compromises and negotiate conflicts. Ignoring power and how it works is a recipe for disappointment.
Ideas for Action: Today’s workplaces rely less on hierarchy and more on individual ability to influence and win commitment from others. Additionally, managers and professionals are often given greater responsibility without all the “authority” to get it done. Many of you work in organizations that are heavily matrixed. Who has power is not simply defined by “boxes” drawn on a page. These organizational structures require skills in negotiating with multiple stakeholders and learning how to influence without authority. In fact, our clients tell us this is one of the core skills they look for in new hires.
Whether you work in a matrixed organization or not, begin by analyzing your key stakeholders – those who have power and influence over your projects. Who is affected by your work, has authority over it or has an interest in its outcome? This list could include your boss, your peers, your team, other co-workers and even customers. Next, determine the power (ability to allocate resources) and interest of each of these individuals or groups. Then consider for each group or individual how well you know them, and how much trust you have built with each. Having solid relationships with individuals who influence your projects is part of navigating in a matrix.
Once you’ve analyzed your stakeholders, map their influence: create a visual model that shows those who influence and make decisions about your work. Realize that some of the “real influencers” may not be in your functional area. Stakeholders can influence in many ways, based on their expertise (“I know it”), their personality (“I have charisma”), their title (“I’m the CEO”), or their reward-giving ability (“I’m your boss”).
Armed with such information, you’ll be better prepared to influence or advocate for what you need. In some cases, you will need to find ways to align your interests with those of your key stakeholders. For others, you may need to build a relationship where none currently exists.
If you believe your job title defines the amount of power you have, you will have much less influence than you will need to get things done. Instead, by learning to influence and read the organization, you will gain greater commitment at all levels: direct reports, peers and bosses. Now that’s political success!
Best regards,
Sandra Davis, CEO