As you navigate the politics of your organization, opportunities occasionally come your way. Evaluating them can be challenging. What criteria do you apply when you decide whether or not or how to pursue an opportunity? Here's Part I — the basics — of a set of attributes that make some political opportunities more attractive than others.
- You consider it ethical
- If pursuing the opportunity is consistent with your sense of ethics, you'll feel better about it however it turns out. If pursuing the opportunity violates your sense of ethics, your pursuit might extract an emotional price. Over time, as you accumulate a collection of transgressions of your own ethical code, the burden can become difficult to bear. Staying within your own ethical boundaries can be the most comfortable path.
- You actually want it
- Every opportunity requires something from you. It will be work, after all. If you strongly dislike what you would have to do once you secure the opportunity, or if you're strongly averse to it for some reason, the chances that you'll be glad about getting the opportunity are slim. Performing well will be difficult unless you actually want the opportunity.
- Your organization cares about it
- Some efforts aren't truly central to the overall goal of the organization. They get funded anyway, for a variety of reasons. Perhaps someone with clout wanted it done. Or perhaps an external agent (a customer, a government or a partner organization) exerted undue influence to make it happen. Such opportunities aren't as helpful to you as opportunities that the organization really cares about. The truly valuable opportunities are aligned with organizational goals.
- You have a significant edge
- Maybe nobody else has yet spotted this opportunity. Maybe you are the best positioned to pursue it. Maybe it requires a skill set that's uniquely yours. Or maybe the people who are aware of the opportunity lack the network connections that you have. Whatever your advantage is, it gives you a significant edge.
- Support from above is low risk
- If you require assistance from above, the opportunity is more valuable if the people who help you aren't at risk, even if an unfavorable outcome materializes. They usually have a lot to lose, and if an unfavorable and threatening outcome looks likely enough, these allies or mentors might have to abandon you. Devise a strategy that protects these assets.
- If you require assistance
from above, the opportunity is
more valuable if the people
who help you aren't at risk
- It increases your range of options
- You'll be happy if you pursue the opportunity and you secure it. But what if you don't secure it? If the result is a political configuration that leaves you with more options and more desirable options than you had before, you've made progress.
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:
- How to Get Promoted in Place
- Do you think you're overdue for a promotion? Many of us do, judging by the number of Web pages that
talk about promotions, getting promoted, or asking for promotions. What you do to get a promotion depends
on what you're aiming for.
- Stalking the Elephant in the Room: I
- The expression "the elephant in the room" describes the thought that most of us are thinking,
and none of us dare discuss. Usually, we believe that in avoidance lies personal safety. But free-ranging
elephants present intolerable risks to both the organization and its people.
- Group Problem-Solving Tangles
- When teams solve problems together, discussions of proposed solutions usually focus on combinations
of what the solution will do, how much it will cost, how long it will take, and much more. Disentangling
these threads can make discussions much more effective.
- Kinds of Organizational Authority: the Formal
- A clear understanding of Power, Authority, and Influence depends on familiarity with the kinds of authority
found in organizations. Here's Part I of a little catalog of authority classes.
- Before You Blow the Whistle: I
- When organizations know that they've done something they shouldn't have, or they haven't done something
they should have, they often try to conceal the bad news. When dealing with whistleblowers, they can
be especially ruthless.
Forthcoming issues of Point Lookout
- Coming February 1: The Big Power of Little Words
- Big, fancy words, like commensurate or obfuscation, tend to be more noticed than the little everyday words, like yet or best. That might be why the little words can be so much more powerful, steering conversations where their users want them to go. Available here and by RSS on February 1.
- And on February 8: Kerfuffles That Seem Like Something More
- Much of what we regard as political conflict is a series of squabbles commonly called kerfuffles. They captivate us while they're underway, but after a month or two they're forgotten. Why do they happen? Why do they persist? Available here and by RSS on February 8.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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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.