LER Alumni Presentation An excerpt from LER 590

LER Alumni Presentation An excerpt from LER 590: Influence, Change & Politics in the Organizational Politics Jim Schultz Adjunct Professor & President, Pretty Good Consulting, Inc. 1

Quote for the Day “The operational definition of Political Savvy is ethically building a critical mass of support for an idea you care about. ” - Joel R. De. Luca, Ph. D. 2

Learning Objectives • By the end of this session you should have tips and techniques for increasing your influence through a deeper understanding of: – The attributes of politics done well and done poorly – The importance of building political support – The necessity to engage in politics 3

Surviving the Politics of Learning & Performance Judith A Hale, Ph. D. , CPT ibstpi Fellow Hale Associates Haleassoci@aol. com Judy@ispi. org 4

Definitions • Positive Politics – Having practical wisdom – Being prudent, shrewd, & diplomatic – Being expedient as a plan of action – Process of gaining support • Negative Politics – Factional scheming for power & status – Being crafty or unscrupulous 5

Definitions • Politics is the study of influence and the influential – Influence is measured on the basis of the number of shares one or a group has in the preferred values or attributes • The more values or attributes shared, the greater the influence – No single index (share) is a wholly accurate gauge of influence 6

Political Influence • Measured in terms of who gets the most of what there is to get, that is the ‘elite’: – Access to people, places, things, opportunities, – Attention from others – Deference to ideas, positions, places – Security, safety, protection from harm or hardship – Greater financial reward • Rational Meritocracy • Being ‘elite’ is contextual 7

Plain Old Influence • The ‘elite’ get the most based on the number of shared values or attributes they possess: – – – – Wealth Physical Attractiveness Skill & knowledge Personality History Background or experience Attitude Which gets them access to: § People § Information § Resources 8

Rule 1 • Build your knowledge base – Identify the key characteristics valued by the organization – Gain deep knowledge of your organization’s business – Gain deep knowledge of your organization’s industry – Build your functional expertise – Learn your boss’s job 9

Personal Power Model* 1. Company friendships 2. Desirable personal traits 3. Opportunity 4. Perceived expertise 5. Information 6. 7. 8. 9. Personal Confidence Status Seniority Interpersonal Skills * Richard Byrd –Guide to Personal Risk Taking * Challenger Gray & Christmas article: http: //challengeratworkblogspot. com/ 2009/05/5 -risk-taking-exercises-for-nicegirls. html 10

Personal Power Check 0 = none, 3 = a lot • How many company friendships do you have? How are they distributed across the organization? ___ • What are the preferred attributes of the influential & what % do you share? ___ • Do you have opportunities to be known, demonstrate your skills, etc? Can you create them for yourself? __ • What expertise is valued by the organization & at what level do others perceive your level of expertise? __ 11

Personal Power Check • Do people describe you as confident? Assured? Arrogant? Tentative? ___ • Do you have ready access to information or are your at the bottom of the information chain? What can you do to gain access to more information? ___ • Who has status in the organization? What is the basis of the status? How might you increase your status? __ • Is seniority valued or looked down on? Where does seniority play a role in influencing decisions? ___ • How would you rate your interpersonal skills? What might you do to strengthen your interpersonal skills? ___ 12

Rule 2 • Stay out in front, but not too far – Aspire to have the attributes of a leader • Shared history, education, experience, values • On the edge, moderate risk taker Desired Group Attributes Leader Misfit 13

Rule 3: Don’t Get Derailed • The Elite in business: – Have a great track record – Are outgoing, well-liked – Are technically great – Are loyal, makes personal sacrifices – Are ambitious – Moved up in previous reorganizations – Are great at directing others 14

Derailment – Fatal Flaws* 1. Specific performance problems 2. Insensitivity to others 3. Cold, aloof, arrogant 4. Betrayed trust 5. Over managed – didn’t delegate 6. Overly ambitious – focused on next job 7. Failed to staff effectively 8. Unable to think strategically 9. Unable to adapt to new boss 10. Overly dependent on an advocate or mentor * Mc. Call, M. , Lombardo, M. , Off Track…… * An interesting derailment studies: http: //cobhomepages. cob. isu. edu/lundk ath/MGT_441/Class. Files/derailment_Po wer_AME. pdf 15

What Separates* • Sustainers of influence vs. short term power: – Greater diversity in work experience – Composed under stress – Handled mistakes with poise & grace – Focused on problems & solved them – Got along with all kinds of people – outspoken but not offensive. * Mc. Call & Lombardo 16

Rule 4 - Build Respect & Trust* Respect is high or special regard for: • Expertise • Insight • Experience • Character Trust is synonymous with: • Dependability • Predictability • Consistency • Reliability (*Based on the work of the Vanguard Consulting Group) 17

Rule 4 - Build Respect & Trust Depends on: Erodes with: • Openness • Accessibility • Maintenance of Confidences • Delivering on Promises • Remaining Objective • • • Subversion Contradictory Messages Dishonesty Lack of Support Pursuing Agendas 18

Rule 5 – Work on Sustainability • Apply what we know about sustainability: – Always push for the critical mass – the number that can overcome resistance – Go for quick successes – Insist on line oversight – Frequently communicate gains, adoption, wins – Recognize or share the glory with others 19

Rule 6 • When change is afoot – old relationships will prevail over data/facts and logic 20

Core Concept • Political Savvy – Calculating probable changes in influence and the influential under changing conditions – Recognize quickly the changing landscape – May require you to adjust so you remain a leader not an outcast or a has been 21

References • Silber K. , Kearny, L. , Organizational Intelligence : A guide to Understanding the Business of Your Organization for HR , Training and Performance Consulting (CA: San Francisco, Wiley. 2010) • Byrd, R. , A Guide to Personal Risk Taking, (NY: New York, AMACOM, 1974) • Lasswell, H. , Psychopathology and Politics. (IL, Chicago, University of Chicago Press, 1977); Politics, Who Gets What, When and How. (NY: Mc. Graw-Hill, 1950) • Mc. Call M. & Lombardo, M. Off the Track: Why and How Successful Executives Get Derailed, Technical Report No. 21. (NC: Greensboro, Center for Creative Leadership 1983) 22

Closing Write me at jms 8101@illinois. edu Call me at 303 -671 - 6658 (Mountain Time) 23