Tag: self-awareness

Savvy, not sell-out (navigating office politics)

genuine-stampThroughout my career – in HR and otherwise – I have encountered numerous people who insisted that they don’t believe in office politics.

Well, to paraphrase Neil deGrasse Tyson, it doesn’t matter whether or not you believe in office politics. They still exist. And if you want to be successful in your job, regardless of level, you are going to have to figure out how to deal with them.

The number one thing people need to remember when dealing with office politics is that you CAN still be “you” while adjusting your style to fit the situation. I’ve talked to employees and leaders alike who claim they would be a fake if they were anything else but fully authentic.  Here’s the thing – there’s “authentic” and AUTHENTIC. The first kind involves flexibility with staying aligned with your values, and successful professionals typically practice that.  The second kind involves a loud, in-your-face, I-gotta-be-me approach that people who use psych profiles (think DiSC) to justify being pushy. (“I’m a D, dammit!! I’m supposed to be that way!”)

In order to be successful in business, you are going to have to figure out how to navigate the politics of any organization’s culture. I use the word “politics” deliberately, as the players each have an agenda they are trying to advance. Some of these agendas are altruistic, some completely selfish – but they all compete even if they ostensibly strive to meet the same goals.  That’s why you are going to have to learn to play this game.

So how do you play without losing yourself in the fray? By knowing how to be savvy without being a sellout, and without being your overly AUTHENTIC self. Check out these scenarios:

  • Boss suggests a course of action that you don’t think is going to work:
    • Overly AUTHENTIC response: That’s a terrible idea that won’t work.  Let me tell you why.
    • Sell-out response: You’re the boss.  We’ll make that happen.
    • Savvy response: That’s definitely an option. Have we thought about X, Y, Z?
  • Executives begin arguing with each other about small details in your business proposal:
    • Overly AUTHENTIC response: Are we really going to spend time talking about this now?
    • Sell-out response: Sure, we can do that. You guys just tell us what you want and we’ll do it.
    • Savvy response: It sounds like we have some details to work out. Do we have an agreement in the general direction and we can talk about the small details off-line? Or maybe, Would it be helpful to see the full proposal before delving into the details? Maybe your questions will be answered.
  • Coworker becomes overly aggressive/belligerent in a meeting:
    • Overly AUTHENTIC response: Oh, you did NOT just say that to me!!! (typically accompanied by a waving finger)
    • Sell-out response: Hey, hey…we can do whatever you want to do. Let’s just all try to get along
    • Savvy response: I can see that you’re upset, and that’s not my intention. What are your concerns?

Notice a trend in these responses? The savvy response is all about finding a solution without losing ground. It’s about focusing on the issue and not on the person (either you OR the other party). You can adjust the Savvy Response to be in your voice, and in fact, you should.  The more it sounds like you, the more likely the others in the room will listen and less you’ll feel like you’re selling out to the pressures in the situation.

So the next time you’re in a politically-charged situation, be prepared to translate your overly AUTHENTIC response into one that will ensure you’re heard and one that moves towards a solution.  And you don’t even have to sell your soul to do it.

 Authenticity requires a certain measure of vulnerability, transparency, and integrity.
~ Janet Louise Stephenson

The truth will set you free…but first it will piss you off.
~ Unknown

Leaders: Don’t be an asshole

Whether you want it or not, the title of ‘leader’ comes with more than more responsibility and more headaches. It also comes with a lot power – or at the very least, perceived power.

This perception may not come from your peers or from the power that be. It comes from your direct reports. In their world, you’re kind of a big deal. You can hire, fire, write up, praise, assign work – in short, make their lives great or miserable.

And you thought you were just some middle manager. dibboss

Now that you’re drunk with power and omnipotence, listen up.

Don’t be an asshole.

Sometimes it’s tempting to throw all that power around, particularly when you’ve had a bad day or just came out of a meeting where you were made to feel like a powerless employee. Just…don’t.

The thing is, your actions resonate loudly as a leader – and nowhere loudest than with your people.

In case you can’t possibly think of how you’re being an asshole, here are some ways asshole status might be achieved and how to avoid being “that manager.” (And notice, being an asshole doesn’t always mean being belligerent.):

  • Ignore them: Employees like to be noticed.  If you’re in the office, stop by a few times.
  • Yell at them: Seriously. Yelling is what happens when you can’t use your words. And it’s unacceptable.
  • Forget what it’s like to be new at something: Leaders need patience. Everyone was new at something once, so take a breath and coach them to competence.
  • Take credit for their work: That’s downright crappy. They worked hard – they deserve the credit.
  • Give them the blame: Guess what? Their failures are your failures. Do you hold them accountable for their actions? Absolutely! But finger pointing is classic asshole behavior.
  • Wait too long to give feedback: Don’t surprise them with a bad review or corrective action. You owe it to your people to give them a chance to get better.

It really boils down to this – remember that boss you once had that was a total asshole?

Don’t be that boss.

It’s as simple as that.

The key to being a good manager is keeping the people who hate you away from those who are still undecided.

Finding your voice (or…writer’s block sucks)

Full disclosure: I’ve started and stopped about 5 different posts today.

I come up with a title, write a sentence or two, and then stare at the computer.  Or my phone. Or the TV (Chopped is on, people!). It sucks. It’s frustrating. I hate it.

Rather than fight through and try to write a post that refuses to be written, I hit “save draft,” open a new window, and start writing a new post.

Lather. Rinse. Repeat.

I take this approach because forcing words down on the page results in a crappy product.  Stephen King once said that you should first write for yourself, then worry about the audience. He also says that you need stick to your own style because that’s the only way you’ll have truthiness – and I think he’s right.  I have to write in a way that feels true to my voice and my weird perspective on things or else the story and meaning falls flat.Stephen King

And so I keep changing my approach, trying on different topics to see if one “fits” better today so I can write the whole darn thing.

Writer’s block in leadership is sort of like this, but instead of trying to write a post that just won’t be written, you end up unable to lead –  saying the same things over and over again to your employees the exact same way and then end up surprised that they STILL aren’t changing their behavior.

You can break your “leader’s block” by following Stephen King’s advice. Rather than trying to go “by the book” and follow someone else’s leadership model or process to the letter, you need to first lead for yourself…then worry about your employees. Find your own voice and perspective – and the employees will respond.

Ask yourself:

  • Why am I a leader? Do I like being a leader?
  • Assuming I DO like being a leader, what do I like about it?
  • What do I think a leader’s job IS? Am I doing that job?
  • What are some aspects of other leaders I admire? How can I incorporate it into my personal style?

None of these questions is a cure for leader’s block on its own. It’s the equivalent of practicing your writing until your own perspective shines through. Leaders grow through experience, through trial and error. You owe it to yourself – and your employees – to break through your block and find your voice. Keep trying; keep leading; keep exploring.

Lather. Rinse. Repeat.

You learn best by reading a lot and writing a lot, and the most valuable lessons of all are the ones you teach yourself. – Stephen King