by Rick Brandon, Marty Seldman
A Corporate Survival of the Fittest
A corporate survival-of-the-fittest situation does exist, especially in tough economic, competitive, and cost-conscious times. Nobody likes to admit that a company has destructive politics or gamesmanship, but good people can become "squirrelly" in any organization given today's pressures. Naï veté and lack of organizational savvy can threaten anyone's influence, organizational impact, career growth, team credibility, and company results. But we will show you how to overcome any potential political disadvantage by employing high-integrity political tactics and strategies.
"High-Integrity" Politics?
For most people, the words integrity and politics don't mix. When we hear the phrases "Politics as usual" or "He's really political," we think of undesirable behavior such as manipulation, backroom deals, self-serving hidden agendas, bad-mouthing, or compromising values to get things done. Such behavior definitely exists, and in twenty-five years of training and coaching thousands of executives, we've had "unspeakable horrors" whispered to us about the elephant in the room -- organizational politics. This elephant has crushed many well-intentioned and capable professionals and leaders.
A major goal of this book is to help you better understand unethical behavior, detect it, and protect yourself and your company culture from it. But we invite you to consider this negative cluster of behaviors as only one type of politics. Here is a broader, more inclusive, and pragmatic definition we recommend.
Organizational politics are informal, unofficial, and sometimes behind-the scenes efforts to sell ideas, influence an organization, increase power, or achieve other targeted objectives.
Notice that this practical definition is value-free and has nothing to do with partisan politics. It is neither inherently good nor bad, neither vile nor virtuous. Two conditions determine whether organizational politics become constructive or destructive:
1. Whether the targeted objectives are for the company's interest or only self-interests; and
2. Whether the influence efforts used to achieve those objectives have integrity or not.
If a high level of political prowess resides with individuals of questionable integrity who seek their own personal gain, ambition, or security, then organizational politics harm careers and companies. But political savvy and skill can also help ethical, competent people sell ideas and influence others for the good of organizations. Here's why we've found it more helpful to define politics in this value-free way:
1. "Don't Throw the Baby Out with the Bathwater." If you define politics in a narrow, negative way, you may overlook the value of political awareness and skill. If political astuteness is combined with the right values, it can be a win-win situation for you, your team, and your organization.
2. "Get Off That River in Egypt -- De-Nile!" Negative attitudes toward politics lead to avoidance and denial. At an individual level, this attitude means that you steer clear of the political arena and believe politics shouldn't exist or matter in your career. At a company level, this attitude means that leaders underestimate the reality of overly political behavior and the rotting effect on careers, the company's reputation, results, and its bottom line.
3. "Wearing a Target on Your Back." The costly irony of narrowly defining politics as entirely negative is that under political or apolitical people are even more vulnerable to overly political people combining political skill, pure self-interest, and a willingness to do whatever they can get away with to obtain what they want.
Amateur Night
The Apollo Theater in Harlem, New York, is world famous for electrifying performances from star entertainers. Some of these soloists, groups, and comedians got their start at the Apollo's Amateur Night, when novices have a decent chance to win in competition against other amateurs. But there is no "Amateur Night" at the corporation, and the odds are heavily stacked against someone who is a novice in the world of organizational politics. The amateur either defines politics so negatively that he dislikes and avoids it, never developing much political skill, or he denies negative politics altogether, trusting others to do the right thing. When amateurs go up against more politically skillful people, their careers, ideas, and teams are at serious risk. Consider the following real-life examples of the cost paid by defining politics in a rigid manner or limiting one's political savvy.
Amy: Stolen Ideas
Amy is the director of consumer insight for a $3 billion division of a multinational food manufacturing company. Her responsibilities include traditional aspects of market research with particular emphasis on tapping into consumer sentiment. She reports to the senior VP of marketing, who reports to the executive vice president of marketing. Amy is bright, with great technical skills, and can be persistent if she thinks an idea will help the company. Usually, though, she is fairly quiet, polite, modest, and trusting.
The EVP, Sam, is well-known throughout all divisions of the multinational conglomerate. He is charismatic, a great speaker, and perceived to be a true innovator in the company. His personal life contributes to a "rebel" and "maverick" image. He rides a motorcycle, dresses in the style of the MTV generation, and refuses to wear a suit and tie. The senior management team of the parent company ignores his idiosyncrasies because of his results. Senior management across the conglomerate has previously overlooked Sam's reputation for personal indiscretions.
Amy's latest research indicates that consumers want the company to provide larger portions. With this increased perception of value bringing increased sales, Amy feels this strategy will dramatically increase profits. She does not share her excitement about her findings with her immediate boss because he is nearing retirement and she isn't confident that his opinion carries any clout with superiors. Her first two attempts to present her results and strategy to Sam are not successful. In fact, he is impatient and dismissive. Yet, Amy is so sure she is right that she persists and Sam finally agrees to test market her approach. The results are excellent and soon the strategy is rolled out to the entire division. The positive impact on sales and profits is so great that at the end of the year Sam is named Executive of the Year by the conglomerate.
At first, Amy feels tremendous pride and satisfaction that her idea has focused such a dramatic spotlight on the division. At internal meetings Sam credits her research, but Amy starts to notice that Sam often implies that the initial impetus for the research came from him. This becomes even more noticeable after Amy's direct boss, the senior VP of marketing, is transferred to another division. Although somewhat upset, Amy comforts herself with the thought that Sam isn't always precise with words but surely he remembers her insights and persistence. In fact, she expects to be promoted to vice president since she has been director for three years and in several of the other divisions a VP heads her function.
Recently, two events unsettle Amy. One of her peers in another division calls to say he was surprised that at a speech to his division, Sam hadn't mentioned Amy or her research. Jack says that Sam made it seem the strategy was mostly "intuitive." The second disturbing event is that her new boss says he is too new to evaluate her or recommend her for VP, deferring her appraisal to Sam. Finally, Amy meets with Sam in a disappointing, almost devastating session. The bottom line is that while Sam appreciates her contributions, he cannot at this time recommend her for a promotion. He says that she needs to work on her leadership style and personal intensity. He asserts that she comes across as a "nice woman" but not a leader.
Bart: Misreading the Political Signals
Bart is a senior logistics executive who is heavily recruited to join "Suretain," a transportation company. During the interview process both the executive search firm and the head of human resources tell Bart that his skill set and leadership style are exactly what Suretain needs. They explain that the company is conservative and resistant to change. What they feel is needed is a "change agent" who can bring some new strategies and a sense of urgency and accountability. They use terms such as create a performance culture and remove deadwood.
When Bart joins Suretain, he finds it relatively easy to add value. Many existing processes can be improved, and Bart moves swiftly to grab the "low-hanging fruit." His early "wins" and positive feedback encourage him to believe he has a mandate for change. After about two months in the new role, Bart is invited to lunch by Kathy, the head of manufacturing. Kathy is an industrial engineer who joined the company after getting her master's degree and worked her way up, over eighteen years, to the top manufacturing role. Over lunch, she compliments Bart on his fast start but gives him a heads-up about the company's culture. She tells Bart that it's important to realize that it has been difficult for people from the outside to be successful and that the company changes slowly, with many key decisions made over longer periods, after many people's input is gathered and consensus emerges. Also, she cautions him that there are several long-standing, close relationships among key executives and suppliers.
Bart gives Kathy time to finish, but his facial expressions and body language are dismissive. Finally he says, "Kathy, thanks for the education, but you have just reinforced my conviction that this place needs to change. In fact, I've been telling my team that we're going to show the company how things should be done. What I've done until now is nothing. I'm going after bigger targets."
Soon, Bart reviews all the major long-term contracts that the company has with suppliers. He decides to focus on the terms for a contract with the "Henozedaman" company. In a series of meetings, he puts pressure on the president of Henozedaman to reverse certain terms or face removal from the approved vendor list. Bart is unaware that the president and the CEO of Suretain are close friends and jointly own resort real estate. In the next month, these events unfold:
Larry: Wounding the King
Larry is a regional vice president for a national retail-store chain. He enjoys considerable respect in the company because of his solid track record and industry knowledge. Starting at age eight, Larry worked in the business, helping his family, who owned a few retail stores. Because of his long experience, he considers himself an expert in all aspects of finding sites, building, and running outlets. Larry is also very willing to state his opinion, with little regard to the audience, since he's a man of principles.
In the fall, there is a market tour in a city where Larry is visiting potential sites for new stores with two senior vice presidents from national headquarters. These executives are from the Development department, responsible for working with regional VPs to locate sites and erect new stores. On the tour, the two execs are fairly insistent that Larry move forward to purchase new sites. At one location, when they advocate an acquisition, Larry challenges their assessment by raising questions about the demographics of the area and the density of competitors, concluding, "We wouldn't meet our profit targets if we put a store here."
The Development executives push harder, emphasizing the need to grow in this region. This annoys Larry, who says, "Listen, I know what you guys are doing. You haven't even run the numbers. You don't care if this site ever makes a dime. All you care about is your bonus, and that is based on how many stores you can get built this year." Larry doesn't budge and soon the market tour ends uncomfortably.
The senior VPs return to headquarters determined to hurt Larry's reputation and block his advancement in the company. They know that Larry is onto their real agenda, and they want to get some "mud" on him. With the annual human resources planning discussions coming soon, they target Larry's boss, the chief operating officer, and the senior VP of human resources. They plant seeds of doubt, saying, "Larry knows the business pretty well, but he is really rigid and not open to new ideas. He's grown up in these mom-and-pop businesses. I don't think he understands the teamwork you need in a big company."
After the planning discussions, Larry's boss meets with him to discuss the outcome of the sessions. He tells Larry, "Your results have been as good as usual, but unfortunately on some other measures you have low marks that will affect your overall rating this year. The general view in headquarters is that you're inflexible, not a team player, and need coaching on your arrogance."
Sondra: Speaking Truth to Power
Sondra is the finance director for a French division of a multinational sportswear company. She has worked for the company for eight years, solely in France. The strongest impression people have of her is that she is conscientious and tends to keep to herself. In meetings, she doesn't talk often, but when she does, her opinions are precise, well reasoned, and display independent thinking.
Recently, Sondra has done an in-depth analysis of the division's sales and marketing agreements. The findings call into question recent forecasts about the division's next quarterly results and may even have negative implications for previously stated results. Normally, she would report this information to the president of the French division and the CFO of the international division. However, Sondra is hesitant to report her troublesome findings because of these recent observations:
Sondra decides that the organization has become too political and she has lost respect for the leaders. In the end, she does not present her findings but instead negotiates a severance package. Six months later, the company has to restate earnings, write off $100 million, and suffers a 15 percent decline in its stock price.
An Individual Wake-Up Call
In our executive coaching and training seminars, we see a steady stream of individuals like Amy and Bart, Larry and Sondra, whose careers have been hurt by political blind spots. They suffer from stolen credit and personal agendas, sabotage and power plays, fear of speaking the truth to powerful people, or egos and favoritism. When overly political people do whatever works to get into positions of power, they can damage competent, loyal people or pillage organizational performance. People often sweep politics under the rug or whine "Ain't it awful?" at the watercooler. Some hope that they can find an organization where politics doesn't exist, so they quit and leave, only to find the same dynamics at the next company.
Others quit and stay -- letting their intimidation or resentment about politics drain their time, energy, morale, and performance. For people who define all politics as unethical and a compromise of integrity, two unpalatable choices face them -- lose out or sell out. The political amateur believes that to avoid being burned he must compromise his integrity and "play the game." The good news is that we have proven alternatives for you. High-integrity political tactics will help individuals, teams, and companies to survive and thrive.
A Leadership Wake-Up Call
Many leaders claim politics aren't important or don't exist. Meanwhile, unhealthy politics stagnate, decay, or destroy their companies. Each day, the newspapers show what happens when low-integrity people with high political skills gain power. They torch finances and reputations, as happened at Enron, Tyco, Global Crossing, WorldCom, the New York Stock Exchange, Arthur Andersen, various mutual fund companies, the New York Times, and others. There are less political organizations, but none have repealed the laws of human nature.
This book does more than provide self-help techniques for getting ahead in highly political work settings -- we're not merely teaching synchronized swimming in the shark tank! Less political people can survive in toxic settings, but they can't truly thrive until company leaders wake up and remove their blinders. Top executives have told us they want to ethically gain power, help their teams achieve greater influence and impact, and even take bold steps to rescue the political cultures of their companies. Becoming a steward for your organization's overall political atmosphere is a provocative call to action. This vision of making organizational politics a personal virtue, career management tool, team development vehicle, and a cultural asset on the company balance sheet is at the heart of this book.
Copyright 2004 by Rick Brandon, Ph.D., and Martin Seldman, Ph.D.
