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:
- Currying Favor
- The behavior of the office kiss-up drives many people bats. It's more than annoying, though —
it does real harm to the organization. What is the behavior?
- What Insubordinate Non-Subordinates Want: I
- When you're responsible for an organizational function, and someone not reporting to you won't recognize
your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying
out your responsibilities. Why does this happen?
- 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.
- Unanswerable Questions
- Some questions are beyond our power to answer, but many of us try anyway. What are some of these unanswerable
questions and how can we respond?
- Embarrassment, Shame, and Guilt at Work: Creation
- Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how
to cope with these feelings, begin by understanding what different kinds of situations we use when we
create these feelings.
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- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
- And on September 4: How Messages Get Mixed
- Although most authors of mixed messages don't intend to be confusing, message mixing does happen. One of the most fascinating mixing mechanisms occurs in the mind of the recipient of the message. Available here and by RSS on September 4.
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- The Race to the South Pole: Lessons in Leadership
- On 14 December 1911, four men led by Roald Amundsen reached
the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the
race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical
drama, why this happened is interesting enough. But to organizational leaders, business analysts, project
sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore
lessons in leadership and its application to organizational efforts. A fascinating and refreshing look
at leadership from the vantage point of history. Read
more about this program. Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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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.