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:
- Extrasensory Deception: I
- Negotiation skills are increasingly essential in problem-solving workplaces. When incentives are strong,
or pressure is high, deception is tempting. Here are some of the deceptions popular among negotiators.
- The Politics of the Critical Path: II
- The Critical Path of a project is the sequence of dependent tasks that determine the earliest completion
date of the effort. We don't usually consider tasks that are already complete, but they, too, can experience
the unique politics of the critical path.
- How to Stop Being Overworked: II
- Although many of us are overloaded as a result of our own choices, some are overloaded by abusive supervisors.
If you find yourself in that situation, what can you do?
- Suppressing Dissent: I
- In some groups, disagreeing with the majority, or disagreeing with the Leader, can be a personally expensive
act. Here is Part I of a set of tactics used by Leaders who choose not to tolerate dissent.
- Narcissistic Behavior at Work: IX
- An arrogant demeanor is widely viewed as a hallmark of the narcissist. But truly narcissistic arrogance
is off the charts. It's something beyond the merely annoying arrogance of a sometimes-obnoxious individual.
What is narcissistic arrogance and how can we cope with it?
Forthcoming issues of Point Lookout
- Coming October 12: Downscoping Under Pressure: II
- We sometimes "downscope" projects to bring them back on budget and schedule when they're headed for overruns. Downscoping doesn't always work. Cognitive biases like the sunk cost effect and confirmation bias can distort decisions about how to downscope. Available here and by RSS on October 12.
- And on October 19: Bullying by Proxy: I
- The form of workplace bullying perhaps most often observed involves a bully and a target. Other forms are less obvious. One of these, bullying by proxy, is especially difficult to control, because it so easily evades most anti-bullying policies. Available here and by RSS on October 19.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrensDaBMTItJCwaKsgNner@ChacCrQTBGMzBwhIqYTXoCanyon.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.