Turning the last corner on his way to his boss's office, Matt heard laughter, and he instantly knew that Robert was again working on Will. He paused and took a breath, but when he turned into the doorway and looked into Will's office, he was hurt by what he saw.
Robert was in Will's chair, at Will's desk. Robert looked at Will as if to say "Up to you."
"Excuse me," Matt said to Will. "I can come back."
Will turned to Matt. "No, come in, come in," he said.
'So it's come this far,' Matt thought. 'Robert sitting at Will's desk, telling Will what to do and what to think.'
"It's OK," Matt said. "I'll be back after lunch. No problem." He turned and left, but he knew there was a problem.
When a peer curries favor with your boss, your options are limited. Before you act, think carefully.
- Time is short
- The current favorite has probably been working on your boss for longer than you know. If you're considered a threat, you've been targeted. And for aggressive operators, truth is no constraint.
- Unless something changes, your current job probably won't last.
- Assess the competition
- Those who curry favor are usually well practiced. They expect their peers to respond somehow, and they're probably ready for all the obvious or typical counter-tactics.
- Know their level of expertise. Unless you can deal with their tactics, taking direct action could further jeopardize your tenure.
- Don't respond in writing
- Writing, either
electronic or hardcopy,
- Writing, either electronic or hardcopy, is dangerous. Pretend that you've been given an organizational Miranda warning: Anything you put in writing could be used against you.
- Email can be especially risky. If you do take action, do so in person.
- If you act, expect a response
- Responses to your actions might be difficult to handle. The boss might feel accused of favoritism. The current favorites will likely defend their positions. Others on the sidelines might view your action as an attempt to become the new favorite.
- Choose actions that take account of these risks.
- Open your mind, not your mouth
- Keep an open mind about what you see happening around you. The really effective operators are so clever that they're very hard to detect. They can curry favor with you at the same time that they do with your boss.
- Trusting the wrong person can be a serious mistake — one I've made myself.
If the favorites are making headway, the boss is partly responsible. Possibly the boss knows what's happening and chooses to play along, or your peers are exploiting a vulnerability that the boss cannot control.
The situation is unstable in either case. If you manage to restore fairness, and the boss remains in place, a recurrence is likely. Any progress you make has to be considered temporary, until you can permanently discredit the favorite. Consider moving on.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
According to The Dictionary of Word Origins (Joseph T. Shipley. Published by Rowman & Littlefield, 1967), the original expression was not to "curry favor," but to curry favel. In medieval times, Favel was used as the name of a horse. The etymology is complex but fascinating. Check it out. Order from Amazon.com
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More articles on Workplace Politics:
- More Stuff and Nonsense
- Some of what we believe is true about work comes not from the culture at work, but from the larger culture.
These beliefs are much more difficult to root out, but sometimes just a little consideration does help.
Here are some examples.
- Unwelcome Workplace Hugs
- Some of us are uncomfortable about workplace hugs, and some want to be selective. Sometimes hugs are
simply inappropriate. Here are some tips for dealing with unwelcome workplace hugs.
- Human Limitations and Meeting Agendas
- Recent research has discovered a class of human limitations that constrain our ability to exert self-control
and to make wise decisions. Accounting for these effects when we construct agendas can make meetings
more productive and save us from ourselves.
- Suppressing Dissent: I
- In some groups, disagreeing with the majority, or disagreeing with the Leader, can be a personally expensive
act. Here is Part I of a set of tactics used by Leaders who choose not to tolerate dissent.
- Problem Displacement by Intention
- When solving problems creates new problems, or creates problems elsewhere, we say that problem displacement
has occurred. Sometimes it's intentional.
Forthcoming issues of Point Lookout
- Coming June 26: Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
- And on July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
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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.