Toxic political environments are unhealthy places to work. If you find yourself in one, consider moving on. If you do decide to stay, you'd best learn how to survive there. One set of required skills is the ability to understand, repel, and thrive on political attacks.
A political attack differs from other challenges in its intent, which is usually disruption of the target's career. It can come in many forms, including criticism, innuendo, rumor, budget cuts, termination, resource appropriation, and character assassination.
Since political attacks are so often based on lies or unsubstantiated allegations, a natural question arises: Why are they so often successful? The answer, I believe, lies in the nature of Attack itself. Attack confers advantages upon attackers, independent of the particular tools used.
Here's Part I of a survey of the attributes of attack that make it so effective, emphasizing the general properties of attacks.
- Because the attacker knows about the attack in advance, attack planning is almost certainly part of the attacker's approach. Because the target usually prefers to attend to business rather than politics, targets tend not to plan their responses to political attacks. Sadly, planned actions are usually more effective than unplanned actions.
- You might not relish politics, but if you've decided to remain in a politically toxic environment, you'll be engaging in attack/response exchanges. Have plans. Study potential attackers. Know how they operate: their assets and their weaknesses.
- Use of surprise
- Surprise is almost inherent in a first attack; it's almost precluded in a response to an attack. Surprise confers advantage because it usually creates disorientation in the target, and disorientation leads to an uncoordinated and ineffective response.
- It's tempting to just stick to your job, and ignore the possibility of attack. But if you suspect a political attack might come, prepare for it. Find ways to limit the disorientation that usually results from a surprise attack. Determine where you're vulnerable, where and when the attack might occur, and prepare to respond if attacked.
- Control of tempo
- It's tempting to just
stick to your job, and ignore
the possibility of attack, but
you'll do better if you prepare
- The tempo of an exchange is its characteristic rhythm — the rough periodicity of attack and response. The attacker who sets the tempo can keep the target off balance. While the target is absorbing one attack, and formulating or executing a response, the sophisticated attacker launches yet another attack, thus preventing effective response to the first. Repeating this pattern, the advantage of the attacker steadily grows, while the target sinks ever deeper into the mire.
- Once attacked, effective response must accomplish two things. You must respond to the attack, and you must counterattack, at a time and in a venue for which the attacker is ill prepared. Seizing the initiative and controlling the tempo are critical to survival.
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
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More articles on Workplace Politics:
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- When you have several options, and all seem politically risky, what can you do? Here are two guidelines
to finding your way to a good outcome.
- Projection Errors at Work
- Often, at work, we make interpretations of the behavior of others. Sometimes we base these interpretations
not on actual facts, but on our perceptions of facts. And our perceptions are sometimes erroneous.
- When It's Just Not Your Job
- Has your job become frustrating because the organization has lost its way? Is circumventing the craziness
making you crazy too? How can you recover your perspective despite the situation?
- The Utility Pole Anti-Pattern: II
- Complex organizational processes can delay action. They can set people against one other and prevent
organizations from achieving their objectives. In this Part II of our examination of these complexities,
we look into what keeps processes complicated, and how to deal with them.
- Columbo Strategy
- A late 20th-century television detective named Columbo had a unique approach to cracking murder cases.
His method is just as effective at work when the less powerful must deal with the powerful.
Forthcoming issues of Point Lookout
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- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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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:
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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.
- 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.