You work in an organisation that is complex.
You will often navigate between both functional and dysfunctional aims, needs and issues.
The political landscape in organisations will include:
- Whole of government requirements versus departmental requirements e.g. funding
- Interdepartmental issues e.g. Finance versus Marketing
- Cultural issues between career pathways e.g. Leadership and management versus subject matter experts/professionals
- Union requirements versus management requirements
- Personal agendas versus corporate requirements
- Cultural issues and corporate requirements
- Ambiguities in values, procedure, policy and doctrine
- Professional differences of opinion
- Dysfunctional relationships
- ‘Tribes’ and departmental politics
You will have your personal views about each of the above scenarios and will still need to remain bound by the organisation’s and your values and decide and act accordingly.
In each of the scenarios, the greatest risk is being caught up in emotions – yours and theirs - regardless of points of view, opinions and facts.
Here are the five behaviours you need to remain professional and thrive in a political environment:
1. Keep confidences
As an organisation with many differing viewpoints, needs and personalities (all organisations have them), you will be told information in confidence, whether as a leader or otherwise. Keep that confidence, strictly. Otherwise you will lose trust rapidly. Remember that three people can keep a secret only if two of them are dead (Benjamin Franklin)
2. Don’t gossip
Stay away from negative and time-wasting gossipers. If you are trapped in a gossip conversation alter the nature and tone of the topic. Then move away.
For example, you hear a colleague talking about an absent colleague in a demeaning way.
Instead of preaching about not gossiping, you could instead could introduce a positive fact about the absent colleague that changes the nature and tone of the conversation about that colleague.
“I remember going fishing with John last year. We had a great time and caught some big fish. John has a great sense of humour. He was also generous, insisting I take home most of the fish because of the size of my family.”
Even if you agree with the criticism of the colleague, keep it to yourself. We all have our foibles and you will ultimately be judged by the nature of your gossip.
3. Be helpful and balanced:
Be a fair and helpful person who recognises that there will generally be differences of opinion, and they can all be of value. Help people to achieve their values-based priorities. Practice listening and asking.
4. Always ask “how does this honour our values and our purpose”
The organisation’s and personal values are crucial for thinking, decision making and action. None of them can be sacrificed. If even only one value is broken, then there must be another solution that honours all the values.
5. Walk the Talk – Model the Way
The first rule in influencing is: “You be how you want them to be.” That’s effective leadership behaviour at work.
Do you have additional ideas to share?
