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
Your comments are welcomeWould you like to see your comments posted here? rbrenoAZScRwBzBUdokTOner@ChacItPwOJiLnofhkZjUoCanyon.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:
- 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.
- False Consensus
- Most of us believe that our own opinions are widely shared. We overestimate the breadth of consensus
about controversial issues. This is the phenomenon of false consensus. It creates trouble in the workplace,
but that trouble is often avoidable.
- The Deck Chairs of the Titanic: Task Duration
- Much of what we call work is as futile and irrelevant as rearranging the deck chairs of the Titanic.
We continue our exploration of futile and irrelevant work, this time emphasizing behaviors that extend
- Meets Expectations
- Many performance management systems include ratings such as "meets expectations," "exceeds
expectations," and "needs improvement." Many find the "meets" rating demoralizing.
- Power Affect
- Expressing one's organizational power to others is essential to maintaining it. Expressing power one
does not yet have is just as useful in attaining it.
Forthcoming issues of Point Lookout
- Coming August 22: 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. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenSYyujEDGiByBoBdUner@ChacpILuZUxDVnZFETQooCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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.