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
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Workplace Politics:
- My Boss Gabs Too Much
- Your boss has popped into your office for another morning gab session. Normally, it's irritating, but
today you have a tight deadline, so you're royally ticked. What can you do?
- Organizational Loss: Searching Behavior
- When organizations suffer painful losses, their responses can sometimes be destructive, further harming
the organization and its people. Here are some typical patterns of destructive responses to organizational
- OODA at Work
- OODA is a model of decision-making that's especially useful in rapidly evolving environments, such as
combat, marketing, politics, and emergency management. Here's a brief overview.
- Narcissistic Behavior at Work: V
- When someone at work exhibits narcissistic behavior, others respond. Some respond by accommodating the
behavior, and those accommodations can include special and favorable treatment of the person behaving
narcissistically. That's one place where trouble can begin.
- Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes
they blame you if they get into trouble after misusing your results. Here are three tips for dealing
with credit appropriation.
Forthcoming issues of Point Lookout
- Coming April 1: Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 1.
- And on April 8: Intentionally Misreporting Status: I
- When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity? Available here and by RSS on April 8.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- 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.