Many years ago I did a silly thing.
At the time, I was working in a large financial services firm, in their international division. It was a wild place to be honest, out of the mainstream. But, a place where we could innovate, move fast, open up new markets, and make lots of profit – often to the embarrassment of the larger UK based divisions.
The politics were fast, at times a little brutal, but we always made up afterwards and celebrated our collective successes.
The silly thing I did?
Well, I thought that’s the way it would work in the rest of the organisation.
As I started to extend my interests beyond our small division, I naturally did things the way I had learned. Pushing hard, being very direct (and honest) with people, focusing on the business case and logic while bearing down on the tangible results that would benefit the organisation as a whole.
For a while, I was in my element, cutting through the red tape and showing them what change was all about. I totally missed the clues. People were lukewarm, and often sharing wry smiles during meetings.
Opposition to my ideas became apparent when my Managing Director asked to see me. He explained that I was getting it all wrong, upsetting people (me?). At that point, my stomach physically churned. He gave me a few examples, but I wasn’t listening. I felt sick. I’d been stitched up, outmanoeuvred. Call it what you will, I was off the project, and feeling like a naïve idiot.
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It was a hard lesson for sure. But, in time, I learned to observe what was really going on, the lay of the land. Understood the value of high-trust relationships, and of timing. Learning how to decide when to act, and when to wait.
Probably, the most important thing I picked up was the ability to notice what others were driving at, and how they were connected (or not). Pulling the various pieces together and creating a political roadmap.
As a result, I became very calm. Still moving fast, but using the politics to my advantage, and the business. More than anything, I was able to apply my talents and skills to extremely complex situations, while keeping a keen eye on the organisational benefits.
In fact, in the last year, I completed nine major projects well ahead of schedule, under budget and realising much higher benefits than originally projected. And my stakeholders were happy, very happy.
In short, I had learned to master the politics for the benefit of the organisation. And now, I’d like to help you to do the same.
The Gautrey Influence Blog
Ever felt overlooked, unheard, or stuck in office politics? You’re not alone. The Gautrey Influence Blog breaks down the real-world strategies behind leadership, influence, and power—giving you the tools to be heard, respected, and successful. Join 35,000+ professionals getting ahead the smart way—subscribe now..
💡 Benchmark your Influence: Take the Master of Influence Assessment (Free for Subscribers!)
👉 [Subscribe & Take the Assessment]