Assuming you are working in a complex leadership arena, you will also be working in a highly political one. The politics may be negative or positive, and this is largely dependent on the amount of damage that is being done and the degree to which people are driving personal agendas. Regardless, it’s a political system you are working in and need to succeed in.
Your attitude towards politics will be based on your prior experience. If you have been harmed by the politicking that others do, the chances are high that you will have a negative attitude, and also, little tolerance of game playing. On the other hand, you may have experienced the good that it can do, and have seen the amount that you and others can get done by working the politics effectively.
It doesn’t much matter what your attitude is towards politics, it is never going to go away in a complex setting. Why? Because politics is the way decisions really get made. There may be formal processes hiding this reality. Until you delve deeper into the more social aspects of your environment, your success will be limited.
Here are some of the key areas you need to understand and learn about to begin to be able to understand how the politics of your setting is working…
- Strategy. What is your organisation aiming to achieve? What are the plans? What problems need to be solved? The answers to these questions will help to illuminate the priorities that people will be paying attention to as they formulate agenda and work out how to protect and promote their own interests.
- Structure. How the organisation has been divided up into units is the formal representation of the power structures and denotes the initial political framework.
- Rivalries. Powerful people compete, without a doubt. Sometimes this is good natured and at other times it becomes bitter. Studying the historic political battles will help you to understand not only how the game is played but also, who might be natural contenders to any powerful person.
- Coalitions. Especially in large and complex organisations, people have to club together in order to further their mutual interests. Partly because of the distributed nature of leadership, powerful people need to have others around the organisation ready to fight their corner. Identifying these informal networks of cooperation can help you to learn how to tap into the system and also recognise where opposition may spring from.
- Performance. Poor performance excites political activity. Those who are under the most pressure to deliver are likely to be the most politically active, and also, the most likely to be playing a negative version of the politics. They are also the ones who might be most open to offers of assistance.
- Climate. The culture that pervades the organisation gives shape and form to the way people behave politically. If there is a climate of fear, expect negative politics. When people feel confident about their future, they are far more likely to be open and helpful. Climate can change quickly, so this needs to be watched carefully. In a negative climate, you don’t need to deploy negative politics, but you do need to be far more aware and circumspect about the intelligence you are receiving.
Therefore, I would encourage you to adopt at least a neutral and curious attitude towards politics. Treat it as a puzzle, something to be figured out. Keep an open mind and keep learning.
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]
