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:
- Managing Pressure: Milestones and Deliveries
- Pressed repeatedly for "status" reports, you might guess that they don't want status —
they want progress. Things can get so nutty that responding to the status requests gets in the way of
doing the job. How does this happen and what can you do about it? Here's Part III of a set of tactics
and strategies for dealing with pressure.
- My Boss Gabs Too Much
- Your boss has popped into your office for another morning gab session. Normally, it's irritating, but
today you have a tight deadline, so you're royally ticked. What can you do?
- Stonewalling: I
- Stonewalling is a tactic of obstruction used by those who wish to stall the forward progress of some
effort. Whether the effort is a rival project, an investigation, or just the work of a colleague, the
stonewaller hopes to gain advantage. What can you do about stonewalling?
- On Snitching at Work: II
- Reporting violations of laws, policies, regulations, or ethics to authorities at work can expose you
to the risk of retribution. That's why the reporting decision must consider the need for safety.
- Allocating Airtime: I
- The problem of people who dominate meetings is so serious that we've even devised processes intended
to more fairly allocate speaking time. What's happening here?
Forthcoming issues of Point Lookout
- Coming April 8: The New Virtual Meeting: Digressions
- The bane of meetings everywhere, even before the COVID-19 pandemic, has been digressions. But there are reasons to expect the incidence of digressions in meetings to increase now. What reasons could there be, and what can we do about digressions? Available here and by RSS on April 8.
- And on April 15: Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 15.
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- Bullet Points: Mastery or Madness?
Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.
Here are some dates for this program:
- 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.