{"id":4592,"date":"2019-02-07T12:11:54","date_gmt":"2019-02-07T12:11:54","guid":{"rendered":"https:\/\/trustedcoachdirectory.com\/?p=4592"},"modified":"2022-02-17T11:16:05","modified_gmt":"2022-02-17T11:16:05","slug":"playing-politics-authentically-the-paradox","status":"publish","type":"post","link":"https:\/\/trustedcoachdirectory.com\/playing-politics-authentically-the-paradox\/","title":{"rendered":"Playing Politics Authentically: The Paradox"},"content":{"rendered":"

I am being honest, I cannot remember a time when people have not be-moaned the fact that they can\u2019t get stuff done because of office organisational politics or claim to have fallen foul of it and had their career damaged as a result. I have been working in business for 30 years and it rears its head more often than not in coaching sessions. It can undoubtedly be a source of stress and conflict in the workplace.<\/p>\n

I have worked across many different companies, in terms of size and sector but in all of them, to a greater or lesser extent, politics was a fact of life. \u00a0You do have a choice to observe or join in, but there are benefits and costs of that choice. Many clients have a dilemma of conscience about becoming more politically savvy.<\/p>\n

Political players have a bad press<\/strong> \u2013 perceived as using their power and networks unfairly to their own advantage and not for the greater good; scapegoating and deflecting bad news. A hard fact from a research article [1]<\/a> showed a demonstrable link between performance and those individuals who possessed high levels of political skill, essentially positive influence behaviours. A reason for this maybe that organizational politics can be boiled down simply to effective relationships and allies in the workplace. Mountains can be moved and favours secured.<\/p>\n

So, how to be authentic and politically savvy at the same time?<\/strong> Brave if you need to be but not na\u00efve? A good place to start is by mapping your landscape, making sense of the environment you work in. Where are the weeds (where you can hide or which may choke you), the hidden bear traps, the high peaks?\u00a0 Also, look at the strength of your connections, where do new alliances need to be created, relationships cemented or neutralized? Developing your ability to be able to read what\u2019s going on in your\u00a0 organisation is key; to look at the map through your own eyes and then with a detached look \u2013 at decision processes, the open and hidden agendas, who has power and influence, the culture. Keep scanning the landscape regularly, it can be a changing and hazardous territory if left unwatched.<\/p>\n

Baddeley and James devised a simple model<\/strong> to think about political skills and characterize \u201coffice\u201d politicians.[2]<\/a> The\u00a0innocent sheep<\/em>\u00a0acts with integrity but is na\u00efve and as result can\u2019t read a situation. The sheep has also not invested in their network. \u00a0The\u00a0clever fox<\/em> is politically astute, reading and tapping into power dynamics. The fox exploits the weaknesses of others using controlling and manipulative behaviours.\u00a0 The\u00a0inept donkey <\/em>sadly has no integrity nor any political nous \u2013 which is probably a bit harsh on donkeys! The\u00a0wise owl <\/em>is savvy and has integrity: the sweet spot of political success. It is a simple way to start to understand behaviours. More importantly, by mapping the landscape it can hopefully help us reason and avoid how we can be wise one minute and inept the next<\/p>\n

“The distinction between good politics and bad is not so much the behaviour, more the intent,”<\/strong> <\/em>says Dr Holbeche from Roffey Park. [3]<\/a> I \u00a0was recently talking with a colleague about people we had known who consistently performed at this sweet spot: being savvy and authentic.<\/p>\n

What were they doing?<\/strong><\/p>\n