power and politics. becoming the boss manager’s wield authority? – web of relationships power...

Power and Politics

Becoming the Boss

• Manager’s wield authority?– Web of relationships

• Power comes from your position?– Credibility counts

• Control your subordinates?– Empower not control

• Treat subordinates differently?– Equity matters; focus on team-level

I’m the Boss• Don’t depend on formal authority

– People want more than a formal authority based relation: do you care about me? Do you want to help me grow?

– They disagree with you– They think other things are more important– They don’t understand what you want: impossible to

give instructions that are so explicit as to obviate need for judgment

– Circumstances may change, robbing your directive of force.

– Many hate being bossed around.– No compliance because of confusion– Cannot generate genuine commitment or change or

elicit others’ knowledge– Being the sole boss places an impossible burden: now

you have to be right all the time.

Managing Your Boss: Office Politics

• The just-world hypothesis (Melvin Lerner)– It will catch up with them?

• Misleading books that overemphasize authenticity and forthrightness

• It just ain’t me…

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Jamie Turner Case• A cautionary tale: MBA to rising star to jobhopping

underperformer…• Interpersonal mismatch (but not inevitable) leading to

confusion and flawed interpertations of a new middle manager in a challenging new job.

• Turner’s fails to understand and seek explanations for his boss’s behavior at MLI and the bigger issues boss is facing at Triple S

• The lack of a solid working relationship with boss means that both perform poorly and the company suffers

Perils of Interpersonal Perception

• Neither Cardullo nor Jamie understands the other (but each seems to think he does: both think Turner’s marketing skills will save MLI)

– Carduillo was the champion at Triple S to favor MLI acquisition– leading MLI and own $600 million division

– Pressures from COO Lipsky and CEO Oliver– Carduillo: “importance of accurate cost estimates in calculating required

margins” for govt. contracts– Turner: preoccupied with his own role and autonomy: commits marketing to

improving MLIs market share through higher volume, price reductions, resulting in lower margins

– Carduillo steps into Turner’s territory: takes over pricing (arbitary 24% margin; when Turner complains, he answers: “when did I ask you to worry about volume?”)

– Implications of MLIs performance for succession plan involving Lipsky replacing Oliver as CEO and Carduillo replacing Lipsky as COO

Steps for managing a difficult interaction

1. Identify the cause.• Ask whether you and the other person have differing:

– Interests on an issue– Perceptions about what's critical– Motivations– Work styles– Communication styles– Life experiences and cultural backgrounds

• Differing interests can be addressed by creative solutions that at least partially satisfy both individuals' interests. Other differences, when discussed constructively, can lead to new understanding of one another's perspectives.

2. Decide whether to deal with the situation.• You should attempt to improve matters with the other person when:

– You've dealt with your own contributions to the problem but the difficulty persists– You want to do what's best for the long run, not simply vent your feelings to achieve short-term emotional relief– Your working relationship with the other person is important and long term, and the stakes are high– There's hope of improving the situation because neither you nor the other person is profoundly troubled emotionally

or has a long history of destructive relationships with many people across a wide range of situations3. Assess the facts.• With the other person, share perceptions of what's going on and explain where those perceptions are coming from. Cite

information you're using, experiences you've had, and assumptions about what's critical.• Also compare your intentions—you may discover that you have similar aims and priorities but are dealing with them

differently.• Finally, acknowledge your contributions to the problem, and encourage the other person to do the same.

Steps for managing a difficult interaction

4. Identify the emotions.• During these early conversations, also describe the emotions you experience as a result of

the difficult interactions with the other person. Be sure to describe feelings as your feelings, rather than make character judgments or accusations about the other person. Invite the other person to do the same.

• Also consider defusing intense negative emotions you're experiencing—for example, by reminding yourself that the other person has good intentions.

5. Deal with concerns about self-image.• While clarifying the facts and emotions involved in a series of difficult interactions, also

address concerns about self-image. Rather than assuming that you're either competent or incompetent, a good person or a bad person, and so forth, accept that everyone is a mix of strengths and weaknesses and that each person makes mistakes. Probe for any concerns about self-image in the other person as well.

6. Create a plan for change.• Together with the other person, craft a plan for change based on your new understanding

about interests, motivations, and differences. Once you've decided on a plan that satisfies each side's differing concerns and interests, determine how you'll measure success and how you'll communicate going forward.

Unexplored Assumptions• Like two ships passing in the dark…• Turner doesn’t seem to appreciate the business and personal

challenges facing his boss… who may be in as much trouble as Turner if the acquisition founders.

– Cardullo faces pressure from his boss/mentor, the COO Lipsky, and from CEO Oliver. Hires Turner to relieve pressure and assumes Turner’s marketing skills will save the acquisition.

– Cardullo signals importance of margins– the importance of accurate cost estimates for calculating required margins for government contracts.

– Turner: (over) confident from his past success seems mostly concerned with his own autonomy and with boosting MLI’s market share through higher volume and selective cost reductions. Fails to appreciate the importance of the new context which might have led to a clarification of how the marketing requirements at Triple S and MLI might differ.

Unexamined Personal Styles?

• Turner: obsessed with his own career; overly confident in his managerial skills– Had difficulty with Lambowland colleagues– Worsening relations with Julie Chin

(Controller) and Richard Garcia (exec. Asst.)– Hires Bill Cook away from Chin– Hires Swenson who irritates Chin by

questioning the company’s cash flow position• Cardullo: Conflict avoidant/neurotic

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Style Matters

• Carduillo: Conflict avoidant; neurotic• Turner: self-absorbed; unable to see how he is

contributing to his worsening situation (e.g., relations at Lambowland were poor); seems to bait controller Julie Chin (who is in boss’s inner circle) and executive asst. Richard Garcia (hires Bill Cook away from Chin, over her protests; stands by as product manager Swenson noses aroun in Chin’s financial projections)

Ineffective Action Choices

• Many opportunities when things might have gone differently… how might the two have handled these situations differently?

13

Jamie Turner

Opportunities for Managing Upwards?

• Earliest stages– e.g., interviews?• When discussing taking charge of sales?• When Swenson suggested that company’s cash position was

perilous?• Regarding Carduillo telling Ernie Denis to change inventory system?• When Carduillo objected to pricing order below break-even back in

July?• When Carduillo demanded to be in staff meeting to see how Jamie

handled the leaking of sensitive information? • When Carduillo took over pricing in early August? • When Swenson was told she would be reimbursed for lunch?• When Kansas City salesforce was fired?

Steps for using active listening

1. Listen to the other person.• Give the other person your full attention—resisting any urge to interrupt, plan your next comment, or judge the other

person. Use nonverbal behavior—such as learning forward, nodding, and so forth—to demonstrate that you're really listening.

2. Get the other person to clarify his or her position.• Ask open-ended questions to encourage the other person to clarify his or her position and interests regarding the issue that

is at the heart of your conflict. Start your questions with phrases such as:– "Tell me about . . ."– "Explain . . ."– "How do you feel about . . ."– "Describe . . ."– "What happened when . . ."

3. Paraphrase to show your understanding.• Periodically paraphrase what you're hearing, being sure to reflect the emotions as well as the content of the message. For

example:– "As I understand it, your position is . . ."– "You seem to be concerned about . . ."

• If the other person disagrees with your paraphrasing, ask him or her to clarify the point. Then paraphrase again to see if you understand the message.

4. Determine whether your interpretations are becoming more accurate.• As the discussion progresses, listen for signals that your interpretations of what you're hearing are becoming more

accurate. Comments from the other person such as "That's exactly what I meant" and "That's right! I think you understand my problem" indicate that you've practiced good active listening. Body language such as smiling, nodding, and sighs of relief also suggest that you're on the right track.

Jamie Turner: Key Lessons

• How a lack of shared assumptions and expectations, if not explicitly developed, can hinder effective communication. The importance of seeing the forces operating on the boss from the boss’s perspective.

• How differences in personal managerial styles (e.g., Turner’s self-absorption; Cardullo’s conflict avoidance/mercurial nature) can cause a subordinate-boss relationship to degenerate.

• To appreciate the importance of managing upwards and laterally.

• How to communicate: Don’t present litany of your complaints; learn to appreciate the other’s perspective

© Michael E. Wasserman, 2010 22

A Checklist for Managing Boss-Subordinate

Relationship• Make sure you understand boss/subordinate and her context– Goals and objectives– Pressures– Strenths, weaknesses, blindspots– Work style

• Assessing yourself and needs– Strengths and weaknesses– Personal style– Predisposition towards authority

• Develop relations that..– Fit both of your styles and needs– Is characterized by mutual expectations– Keeps your boss informed– Selectively uses your boss’s time and resources

cf. Gabarro and Kotter, 1980

© Michael E. Wasserman, 2010 23

Org. Design and Conflict

• Apple-Orange Exercise

Power Play

• Power: the ability to get things done [your way]..

• Why people shy away from power:– The just world belief– The (bullshit) leadership literature on

authentic leaders, etc.– Self-handicapping

• Make your peace with power– You need: substantive business

knowledge so you know what to do and political skills to know how to get it done

Power Play• The exercise of power:

– Mete out resources– Shape behaviors through reward and punishment– Advance on multiple fronts– Surprise! Make the first move– Co-opt antagonists– Remove rivals– Don’t draw unnecessary fire– Use personal touch– Persist– Make important relationships work– Make the vision compelling

Sources of Power• Legitimate – This comes from the belief that a person has

the right to make demands, and expect compliance and obedience from others.

• Reward – This results from one person's ability to compensate another for compliance.

• Expert – This is based on a person's superior skill and knowledge.

• Referent – This is the result of a person's perceived attractiveness, worthiness, and right to respect from others.

• Coercive – This comes from the belief that a person can punish others for noncompliance.

Determinants of Power at WorkSources of positional power:• Formal authority – position in hierarchy and prescribed responsibilities• Relevance – relationship between task and organizational objectives• Centrality – position in key networks• Autonomy – amount of discretion in a position• Visibility – degree to which performance can be seen by others

Sources of personal power:• Expertise – relevant knowledge and skills• Track record – relevant experience• Attractiveness – attributes that others find appealing and identify with• Effort – expenditure of time and energy

©Whetton and Cameron, Developing Management Skills: Gaining Power and Influence, New York, Harper Collins Publishers 1993

Cialdini’s book “Influence”Given the propensity towards fixed action responses…

Weapons of Influence:

1.Reciprocity– e.g., the “rejection then retreat” technique.2.Commitment (active, public, effortful) and consistency– e.g., Festinger and Carlsmith.3.Social proof: action correct if others are doing it.4.Liking (attractiveness, homophily, flattery)5.Authority6.Scarcity

For summary of book, see: http://www.scribd.com/doc/55605801/Robert-Cialdini-s-Influence-Science-and-Practice-Chapter-Summaries

Which Network Positions are Important and Why

THE 38TH ANNUALCRIME LABORATORY DEVELOPMENT SYMPOSIUM

SEPTEMBER 21-23, 2010 -- CINCINNATI, OHIO

Krackhardt’s “Kite Network”:Which Position is Best (and why)?

THE 38TH ANNUALCRIME LABORATORY DEVELOPMENT SYMPOSIUM

SEPTEMBER 21-23, 2010 -- CINCINNATI, OHIO

THE 38TH ANNUALCRIME LABORATORY DEVELOPMENT SYMPOSIUM

SEPTEMBER 21-23, 2010 -- CINCINNATI, OHIO

Centrality Measures for the preceding “Kite Network”

1 2 3 4 Degree Closeness Betweenness Eigenvector ------------ ------------ ------------ ------------ 1 A 33.333 50.000 0.000 40.423 2 B 44.444 52.941 2.315 49.810 3 C 44.444 52.941 2.315 49.810 4 D 33.333 50.000 0.000 40.423 5 E 66.667 60.000 10.185 68.027 6 F 55.556 64.286 23.148 56.242 7 G 55.556 64.286 23.148 56.242 8 H 33.333 60.000 38.889 27.699 9 I 22.222 42.857 22.222 6.799 10 J 11.111 31.034 0.000 1.579

For the formulas used to compute these centrality measures,see: http://en.wikipedia.org/wiki/Centrality [I won’t ask for Formulas on the exam]

Managing Peers

The Kay Sunderland Case

© Michael E. Wasserman, 2010 34

Kay SunderlandAccount Director, Attain Learning

Mike MorganContent Development Director, Attain

Juan Nunez (CLO, Gramen) John Chama (COO, Attain)

Kay Sunderland’s Work Network

Outside Inside

Kay Sunderland, Account Director

Nunez’s boss

Juan Nunez

Account Executive

Assistant AE

Caroline CEO

John COO Morgan

Content Dev Dir

Event Planning

Dir

Tech Dir

Content area

specialists

Content Dev

team

© Michael E. Wasserman, 2010 39

The Network You Need• Whose cooperation do I need?

• Whose compliance do I need?

• Whose opposition can thwart my work plans?

• Who needs my cooperation and compliance?

© Michael E. Wasserman, 2010 40

The Networking Landscape

PeersSubordinatesSuperiors

Your connection to:SuppliersCustomersStake holders - Government officials - Judges; Lawyers; Police - Content Experts - Leaders at other labs

TeamsDepartments/Divisions

Your groups’ connections to:SuppliersCustomersStake holders - Government officials - Judges; Lawyers; Police - Content Experts - Leaders at other labs

Internal External

Inter-Personal

Inter-Group

Influence tacticsPush style:Persuading – proposing, reasoningAsserting – stating expectations, evaluating, using incentives and pressures

Pull style:Bridging – involving, listening, disclosingAttracting – finding common ground, visioning

Copyright © 1988, Situation Management Systems Inc., Hanover, MA

Exchange Currencies

• Inspiration-related: provide meaning to others’ work

• Task-related: provide assistance directly connected to getting the job done

• Position-related: enhance others’ position in the organization

• Relationship-related: strengthen the relationship• Personal: enhance others’ sense of self©Cohen and Bradford, Influence without Authority, New York: Wiley and Sons, 1990

Building partnerships – think and act like a partner

• Assume partner’s basic competence and best motives

• Value partner’s different perspectives and talents• Bring problems to partner’s attention promptly• Fight hard to prevent partner from making a

mistake• Be honest in letting partner know how both of you

are doing• Consider foremost the welfare of the enterprise©Cohen and Bradford, Influence without Authority, New York: Wiley and Sons, 1990

Goals

• Managing people over whom you have no formal authority

• Start visualizing power dynamics at work• How to exercise influence• How to tailor style to situation?

Action AlternativesAction Pros Cons

- Leave Morgan immediate message: Don’t call again!- Morgan: Come see me

- Get more information?

- Involve Chama?

- Push or Pull Morgan?

- Which currency to use?

Context- Tough Economy- Managing “creatives”- Culture: in transition from

entp to profesional- Gramen needs fast

turnaround- High stakes project

Goals RisksClient Responsiveness Lose/piss off client

Preserve/enhance relation with Morgan

Morgan quits/complaintsAlienate Morgan’s minions

Sunderland Morgan Nunez

- High stakes account - ?? - High stakes; long term

-MBA, sales past at IBM - Loves entrep. culture - CLO Landscape/ag. Manufacturing co.

- Push style of influence -Push with Kay; Pull with others?

- Push?

-Good track record; appointed to proj. by Chama

- Sole content developer; key to the “technical core”; understaffed

- Pet project:

-Brought in to professionalize

- Has to get clients to take risks; and protect staff

- Pressure from boss?

Key Elements of a Good Action Plan

• Analysis/diagnosis• Identify assumptions and what-ifs• Periodically reassess in light of latest info.• Have you defined objectives long-term and short-term?• Have you developed a strategy?

– Is action plan feasible given constraints/opportunities and sources of power?• Assess the likely impact of your plan

– Aware of tradeoffs? Direct and indirect consequences– Carefully documented the stakes and risks involved?

• Taken important contingencies into account? What’s probability of success at each stage? Alternative contingency plan/s?

• Easy to have goal displacement– reevaluate periodically

© Michael E. Wasserman, 2010 48

Current Contact Invest Hold Divest

Managing your Network Portfolio

© Michael E. Wasserman, 2010 49

Managing Ties Among Others

Relation (between X and Y)

Build Prune