Pawns in the office game

By MARK STORY

You are a middle manager within a large multinational corporation and earn $75,000 plus bonuses. Some day you'd like to be part of senior management and earn $150,000-plus.

The only snag is that you don't think you have the stomach for office politics.

Wake up and smell the coffee, advises Kevin McMahon, executive coach with Blue Chip Coaching. He says that if it's played in the right spirit, office politics need not benefit one person at the detriment of everyone else.

McMahon suspects too many execs lack the confidence to play office politics because of negative and outdated perceptions that it's scurrilous and underhand.

As most organisations now have much flatter hierarchical structures, playing politics has become more transparent, he says. As a result, it's much more about developing good people-skills, exceeding expectations, practising good diplomacy, smart negotiation and effective team-building than it is about backstabbing, brown-nosing, taking credit for others' work, or getting by on charisma alone.

McMahon says that because of the Kiwi sense of fairness, using office politics for personal gain may not be as vaunted here as it is overseas, and with companies now canvassing peoples' performance across an entire organisation, the politics are less noticeable than 10 years ago.

Leah Fisher, executive coach with TMI NZ, says the culture governing any organisation is a good test as to how much politics goes on internally.

From her experience, it's the large multinationals - where there are more tiers up the corporate ladder - that display the most office politics.

Not surprisingly, within small businesses and organisations with flatter structures - where everyone's a lot closer to what's happening on the ground - it's usually more difficult to manipulate peoples' perceptions.

"I've seen a lot of this behaviour within telcos, casinos and insurance companies," Fisher says.

"If the organisation has a culture where this type of behaviour is rewarded, then office politics will flourish. Office politics is usually a factional view that exists below the surface of the organisation."

To Fisher, the art of office politics is all about knowing how to use the system to your own advantage - playing the office like pieces on a chess board.

Whether they recognise it or not, all employees should realise that office politics exist - within varying degrees - within most organisations. Game-playing is actually expected within some organisations.

For example, United States computer-chip giant Intel runs in-house courses on constructive criticism and how it should be delivered.

Fisher says that assuming it can never be avoided entirely, the art of office politics should be regarded as an essential survival tool.

Jens Mueller, an associate professor at Waikato Management School, says that office politics often come in subtle disguises.

For example, even sales directors who blame the economy for disappointing revenue invariably slant the facts to their own advantage.

Beyond the cultural influences, he suspects that office politics is commonly a function of leadership.

"If you have a style that allows rumours, then inappropriate behaviour is likely to follow," Mueller says.

"The key is to marginalise office politics to side issues and eliminate the need for secondary channels of communication."

Mueller's perspective is that organisations are at their greatest risk from office politics during major restructuring, merger activity, change of ownership or a change in reporting structures.

What the "politically savvy" often do during the honeymoon period - typically following restructuring - is push for changes that may not be accomplished in normal circumstances.

"The key is who is responsible for the flow of credible information," Mueller says. "Leaders who try to manipulate facts compromise their trust factor with staff."

McMahon suggests that whether your tactical approach to office politics is perceived to be good or bad depends less on what you say and more on how you say it. He believes office politics will be seen to have a positive impact as long as execs show integrity in attempts to influence others.

"It's more about getting alongside and empowering others to help them get what they want, than asking yourself: 'How can I get what I want?' "

Not everything has to be altruistic, but he says there comes a time when you have to help make decisions that are good for the company, not just your own survival.

McMahon's observations suggest that flagrant acts of self-preservation typically backfire, while doing the "right thing" establishes credibility, integrity and leads to the promotions that other team members may deserve.

"Playing office politics for your personal advancement may deliver short-term gain but it's not the key to long-term career enhancement," McMahon says.

So what's the best way to survive your organisation's politics?

What execs need to ask themselves first, Fisher says, is whether their proposed tactics are above or below the waterline. In other words, whether it is done at the official communication level or by influences that could negatively affect others.

"It tends to be seen as egocentric but in its purest form office politics is simply about good communication," Fisher says.

"I recommend putting egos aside and focusing on building better relationships. When done below the waterline, office politics usually attract suspicion, lack of trust and resentment."

What the politically savvy usually learn early on is who they have to influence within the organisation and what motivates them. Having done that, the trick is to get those people on board without compromising your own values. If that's not possible, execs might be forced to question whether it is the right organisation for them.

"When it comes to politicking for promotion, I discourage efforts to embellish personality, which suggests a lack of integrity," Fisher says. Instead of relying on personal relationships to advance their career prospects, an exec should let his or her performance speak for itself.

Fisher says that while there is nothing wrong with a little self-promotion, a good on-the-job performance usually advertises itself.

While there is often a fine line between developing relationships and overt politicking, it is never prudent to try to capitalise on someone else's misfortune.

The uptake of 360-degree performance reviews can be useful at identifying gaps between intent and underlying sentiment.

"When it comes to office politics, the spoils typically go to those who genuinely try to align themselves with desirable office behaviour."

Fisher says that when it comes to which tactics you adopt in playing office politics, you should first find out how your company's business culture influences internal behaviour. Part of practising honest and open communication is developing networks beyond your own department to encompass everyone with a stake in how things really get done.

Instead of doing things that might be perceived as self-serving, execs should add to their political capital by helping others and contributing to a positive workplace.

"The more respect you have from your peers or boss the easier it is to gain their ear when making a stand."



Ten Tricks


* Keep your eyes and ears open

* Improve communications at all levels

* Develop your listening skills

* Resolve interpersonal disputes quickly

* Learn the art of compromise

* Be willing to admit you're wrong

* Help those around you look good

* Volunteer for leadership roles internally and externally

* Be assertive without being abrasive

* Don't get emotionally involved