When you're responsible for a task in the critical path of an effort, you can be subject to scrutiny and pressure that others are not. Preparing yourself for this environment helps in two ways. First, you'll perform better. More important though, political operators are more likely to leave you alone if they believe that you're prepared and able to deal with political tactics. So let's get prepared.
There are different ways to be in the critical path. Your task can be waiting, unable to begin or suspended, because it depends on other tasks not yet complete, or is waiting for something else not yet available. Or it can be already completed, having delivered something essential to another task that is in the critical path. These different states give rise to different politics.
In this issue, we examine what happens when a task is waiting for a resource, information, or a critical piece of infrastructure. In three weeks, we'll look at what can happen to completed tasks.
A task might be in a wait state for a variety of reasons. Some examples:
- It depends on a deliverable from a previous task, and that task isn't yet complete
- It needs the assistance of someone who isn't yet available
- It needs some other unavailable resource
- It needs information from a previous task, or a vendor, and that information isn't available.
Even if the task is unable to begin work, it's susceptible to pressure tactics.
- Waiting for a deliverable or for information
- If the task needs a deliverable from another task, or information not yet available, you might hear, "Assuming that they will give you result X, can't you start building from there? Then if they give you something different, you can always change it."
- Cooperating is risky unless the item in question is absolutely predictable. Usually it's not predictable — it might be very different from what was expected. If that happens, "you can always change it" could become a very expensive and time-consuming strategy.
- Waiting for people or access to resources
- If lack of access Even if a task is
unable to begin work,
it's susceptible to
pressure tacticsto specific resources is the issue, political pressure usually takes the form of insistence on the equivalence of some alternate resource: "Use this/him/her instead." Rarely are the substitutes actually sufficient.
- Accepting the substitute is usually unwise. If the substitute is a less experienced or less skilled person, the result can actually be negative progress.
To respond to these pressures effectively, demonstrate with plausible projections the real risks of using the suggested tactics. Then request appropriate contingency reserves to cover those risks. The size of those reserves might not persuade those exerting pressure to relent, but you will have achieved some level of political protection by making a solid case for a more prudent course.
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:
- 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?
- Reactance and Micromanagement
- When we feel that our freedom at work is threatened, we sometimes experience urges to do what is forbidden,
or to not do what is required. This phenomenon — called reactance — might explain
some of the dynamics of micromanagement.
- Staying in Abilene
- A "Trip to Abilene," identified by Jerry Harvey, is a group decision to undertake an effort
that no group members believe in. Extending the concept slightly, "Staying in Abilene" happens
when groups fail even to consider changing something that everyone would agree needs changing.
- Social Entry Strategies: I
- Much more than work happens in the workplace. We also engage in social behaviors, including one sometimes
called social entry. We use social entry strategies to make places for ourselves in social groups at work.
- Big Egos and Other Misconceptions
- We often describe someone who arrogantly breezes through life with swagger and evident disregard for
others as having a "big ego." Maybe so. And maybe not. Let's have a closer look.
Forthcoming issues of Point Lookout
- Coming February 26: Unintended Condescension: II
- Intentionally making condescending remarks is something most of us do only when we lose control. But anyone at any time can inadvertently make a remark that someone else experiences as condescending. We explored two patterns to avoid last time. Here are two more. Available here and by RSS on February 26.
- And on March 4: Workplace Remorse
- Remorse is an unpleasant emotion. But it need not be something we suppress or avoid. It can provide a path to a positive learning experience that adds meaning to life. Available here and by RSS on March 4.
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.
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- 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.