Jordan looked up to see Stephanie standing in his doorway. She didn't look happy. With her eyes, she asked him for some time. Jordan rolled over towards his table and pointed to a chair, palm up. Stephanie closed the door, set down her water bottle and slowly sat.
appear to be chances
to contribute or achieve.
They aren't."Bad day," she began. "Marigold might be shelved."
Jordan had no words. Stephanie had created Marigold, and she'd hoped for a ride on its success. Marigold was a great idea, and she certainly deserved recognition. "I don't understand," he said. "Why?"
Stephanie stared at her water bottle. "Emmons mumbled something about new priorities from Diamond Square, that's all I know."
"But he must have known," said Jordan. "Why would he give you Marigold only to shut it down a month later?"
Lots of possibilities. Stephanie's predicament could be the result of having accepted a false opportunity. A false opportunity is a tactic some managers use to manipulate subordinates or to build empires. Here are some kinds of false opportunities.
- The rhinestone
- It glitters, but it's worthless. A rhinestone looks like an opportunity, but the grantor can undermine it in important ways: offering it too late; providing insufficient resources; requiring impossibly short completion dates or impossible amounts of work; or failing to remove conflicting demands.
- The diversion
- The offer might be less desirable than another opportunity that's out of your awareness or isn't yet announced. Once you accept, you're tied up, and unavailable for the really good one that comes along.
- The dead end
- It looks like an opportunity, but it's under threat of material change, such as reorganization, acquisition, or downsizing; or a new high-level manager might be about to appear — one who's hostile to the opportunity; or a related business line is about to be sold off or shut down; or a competitive project is about to begin.
- The foray
- The opportunity might be an attempt to infringe on the turf of another, using you as a pawn. Sometimes the Foray is covert. If the project works, the grantor might go public, claiming an achievement. If it fails, it fails secretly. If it's discovered before completion, you might be left exposed, and bear some or all of the responsibility for the infringement.
- Some opportunities serve only to occupy the subordinate. Even if the project is successful, it will likely be shelved. This kind of "opportunity" is most often secret, because it could lead to demands from others for support for their own preferred opportunities.
You don't have to accept the False Opportunity when it appears — you can consider it a request for a favor, and ask for something in exchange before you accept. Remember to be careful what you ask for. Top Next Issue
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More articles on Workplace Politics:
- Pariah Professions: II
- In some organizations entire professions are regarded as pariahs — outsiders. They're expected
to perform functions that the organization does need, but their relationships with others in the organization
are strained at best. When pariahdom is tolerated, organizational performance suffers.
- Big Egos and Other Misconceptions
- We often describe someone who arrogantly breezes through life with swagger and evident disregard for
others as having a "big ego." Maybe so. And maybe not. Let's have a closer look.
- Power Affect
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does not yet have is just as useful in attaining it.
- Narcissistic Behavior at Work: II
- Narcissistic behavior at work threatens the enterprise. People who behave narcissistically systematically
place their own interests and welfare ahead of anyone or anything else. In this Part II of the series
we consider the narcissistic preoccupation with superiority fantasies.
- High Falutin' Goofy Talk: III
- Workplace speech and writing sometimes strays into the land of pretentious but overused business phrases,
which I like to call "high falutin' goofy talk." We use these phrases with perhaps less thought
than they deserve, because they can be trite or can evoke indecorous images. Here's Part III of a collection
of phrases and images to avoid.
Forthcoming issues of Point Lookout
- Coming May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
- And on May 8: Brain Clutter
- The capacity of the human mind is astonishing. Our ability to accomplish great things while simultaneously fretting about mountains of trivia is perhaps among the best evidence of that capacity. Just magine what we could accomplish if we could control the fretting… Available here and by RSS on May 8.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.