organisational savvy - navigating agency politics with integrity

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B R A N D O N P A R T N E R S

Central Region/Southern Region Training ConferenceJune 10-13, 2012

org nizationalvvys

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based on the Wall Street Journal Best SellerNavigating Agency Politics With Integrity


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BRANDON PARTNERS gratefully acknowledges the research of Dr. Martin Seldman and Dr. Kelly Reineke in the development of the Organizational

Savvy model which contributes the core constructs for this jointly copyrighted workshop design. We value our win-win partnership with Seldman

Executive Development and appreciate their thought leadership and support.

BRANDON PARTNERS and SELDMAN EXECUTIVE DEVELOPMENT, 2005


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Organizational Savvy

BackgroundThis keynote address is designedto help IPMA-HR professionalsto take the next step in theircareers, better sell their ideas, andmake an even greater impact inthe demanding, competitive, andincreasingly political climate of

organizational life that characterizeseven the healthiest of governmentagencies and companies.

This session uses the OrganizationalSavvySelf-Assessment, dynamic

presentations, discussions, theoptional text, Survival of the Savvy,

and application emails to meet thepractical goals on the right.

If theres an agency

survival of the fittest,

it pays to recognize our

political blind spots

so that our intellect,

ideas , and results

have a fairer chance of

receiving recognition,

credit, and reward.

-Rick Brandon, Ph.D.

Author, Survival of the Savvy

Organizational Politics:informal, unofcial, and sometimes behind-the-scenes efforts to gain

inuence, sell ideas, impact the organization, increase power, or achieve other targeted ends.

Session Goals

To defuse any upset, denial, or discomfort you have about the reality oforganizational politics.

To see the dangers of political blind spots and recognize clues you may

be naive about the role of organizational politics in your success.

To understand various political styles strengths and risks, their attitudes

about power, politics, and inuence, and how to inuence each style.

To recognize a power-driven, politically motivated colleague or boss, or aunder-political and marginalized boss, so you can protect yourself.

To identify 13 practical, non-manipulative strategies for practicing

ethical politics and to assess your strengths and growth areas.

Rev 5-11-2012

Navigating Agency Politics with Integrity



Slides

Discussing Organizational Politics Differently...

OPENLY

POSITIVELY

OBJECTIVELY

Are you living on a river in Egypt...DENIAL??!

Organizational Politics:A Value-Free Definition

Informal, unofficial and sometimes

behind the scenes efforts to gain

influence, sell ideas, impact the

organization, increase power or

achieve other targeted ends.

POSITIVE OR NEGATIVE?

Naked, Self-Interest?or

Company Interest?

The Ends:

What Can I Get Away With?or

What is the Right Thing to Do?

The Means:

Session Agenda

Overview,Reactions, and Business Rationale

Political Styles: Strengths and RisksBringing the Political Styles to Life

Organizational Savvy Skills Assessment

This is a Work-Shop... work hard today, but shoparound: try on these ideas and take what fits, leavingthe rest on the rack!



Baseline Reactionsto Key Concepts

Purpose

To surface your natural reactions

to several concepts that form thecornerstones of this program.

DirectionsYour presenter ask you to becomeaware of your immediate thoughtsand feelings about the constructs

listed on the right. Withoutcensoring, please jot down the

exact words, phrases, and responsesthat come into your mind. Includeemotional reactions and yourinternal self-statements.

Call Out and Jot Down Your Honest, Gut Reactions to:

Organizational Politics

Power



Slides Key Points and Notes

Two different world views, each with a differentmoral compass, each with a different calculus for

evaluating ideas or being influenced.Two Political Styles

Power of Ideas(Less Political)

Substance Power

Focus on Feedbackand Learning

Highlights Integrity

More OpenAgenda

Meritocracy-BasedDecisions

Results & Ideas Speakfor Themselves

Power of Person(More Political)

Position Power

Focus on Imageand Perceptions

Highlights Success

More PrivateAgenda

Relationship-Based Decisions

Balanced Self-Promotion

1

2

3

4

5

6

A North Star

Influence in Your JobOrganizational ImpactCareer Satisfaction & GrowthRole Credibility



Purpose

To assess Political Style strengthsto see if you identify more withthe Power of Ideasor Power of Personstyle.

DirectionsCheck mark () each item thatdescribes you reasonably well. Ifit doesnt apply, leave it blank. Foreach of the Six Dimensions, eyeballyour markings and then circle which

side of the Dimensionseems to tyou more. For some Dimensions,youmay have to circle both sides, buttry to choose one or the other.

Which style might you be? How farto the Right or Left are you?

Power of Ideas Style Power of Person Style

Less Political More Political

Style Strengths Finder

1

2

3

4

5

6

Power of Ideas Style (Less Political)

SUBSTANCE POWER__ 1. Passion & Focus on Ideas

and Results

FOCUS ON FEEDBACK& LEARNING

__ 2. Genuinely Seeks Feedback

__ 3. Treats Others Mistakes

Non-Punitively

__ 4. Builds Feedback Rich

Environments

HIGHLIGHTS INTEGRITY__ 5. Integrity and Unwavering Moral

Compass

__ 6. Team & Company GoodOver Self Interest

__ 7. Respects Proper Channels and Rules

MORE OPEN AGENDA

MERITOCRACY-BASEDDECISIONS

__ 10. Believes Good Work Will Be

Rewarded

__ 11. Promotes Others For Work vs.Friendship

__ 12. Avoids Distracting Political

Maneuvering

RESULTS & IDEAS SPEAK__ 13. Humility & Soft Selling

__ 14. Head Down, Does the Job

Power of Person Style (More Political)

POSITION POWER__ 1. Street-Smart About Power

__ 2. Senses Reactions, Aligns with Power

__ 3. Uses Position Power for Good

FOCUS ON IMAGE& PERCEPTIONS

__ 4. Knows Others Perceptions

__ 5. Plans Strategy to Improve Reputatio

__ 6. Excels at Presenting and Packaging

HIGHLIGHTS SUCCESS__ 7. Can-Do Spirit: Seeks Achievement

While Retaining Integrity

__ 8. Politics as theArt of the Possible:

Will Compromise Ideas, Not Ethics

__ 9. Knows How to Work the System of

Formal and Informal Rules

MORE PRIVATE AGENDA__10. Strategic & Prudent with Agenda

__11. Verbal Discipline vs. Naively Blunt

RELATIONSHIP-BASEDDECISIONS

__ 12. Loyalty and Strong Alliances Are Ke

to Efciency and Effectiveness

__ 11. Promotes Others For Work vs.Friends. Avoids Distracting

Political Maneuvering

BALANCED SELF-PROMOTION__ 13. Self Condently Shares Strengths

__ 14. Sells Ideas & Self with Boldness

__ 8. Open, Honest, and Up-Front

__ 9. Trust and Good Faith in Others



Slides

Organizational Savvy: A Wide Range

Ove

rlyPoliti

cal(

OP)

Und

er-Politi

cal(UP)

The Power of Savvy ZoneInfluence & Impact with Integrity

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LP-4 LP-3 LP-2 LP-1 MP-1 MP-2 MP-3 MP-4

Bord

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e

Ove

rlyPolitic

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MorePo

litic

al

MorePo

litic

al

Less

Politic

al

Less

Politic

al

Bord

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e

Und

er-Politic

al(B

UP)

POWER OF IDEAS POWER OF PERSONUnder-Political Overly-Political

Any Style Strength Can Be a Risk If...

Too extreme

Too constant

Exaggerated

At the wrong time

Inappropriately used

Any virtue carried to the

extreme can become a crime.- Alexandre Dumas

The Count of Monte Cristo



Political PosturesTracking the Risks of Extremes

PurposeTo surface ideas about the potentialrisks of adopting the two primarypolitical postures in a company, so

that a balanced perspective aboutthe material results. To positionboth extremes of the Organizational

Savvy Continuumas problematic andas areas that are usually wise toavoid.

DirectionsSince any strength exaggeratedbecomes a risk or even a weakness,use the Style Strengths Finderon

Page 5 to imagine the problemswith being extreme on either sideof the two style dimensions.

Your presenter will lead you insurfacing ideas about the dangers

and liabilities of being someonewho is rigidly holds either of thePolitical Styles just presented. Youcan jot further notes about eachstyles weaknesses to the right.

Ancient European Curse:

May you be blessed

with a great idea and no

one to implement it.

Dangers and Risks for the Power of Ideas

(All Substance) World View:

Dangers and Risks for the Power of Person(All Image) World View:



Power of Ideas Risks (Under-Political)

Under-estimated

Insufficient Network

Blind Spots About Image

Lacks Verbal Discipline

False Comfort & Easily Deceived

Holier Than Thou

Missed Opportunities

If youre pointing at someone else to blame them,just remember there are still three fingers pointingback at yourself!

When power or integrity is put on a pedestal,remember that pedestals can be very shaky thingsto stand on.-Rick Brandon, Ph.D.


CEO Disease: If youre in power youre probably not as

smart, good-looking or funny as you think you are.Martin Seldman, Ph.D.

Power corrupts. Absolute power corrupts absolutely.Lord Acton

All animals are created equal, but some animals aremore equal than others.The Pig in Animal Farm, by George Orwell

Power of Person Risks (Overly Political)

Power Trips and Ego Trips

Fall From Grace

Pedestals Can Topple

Blindly Obvious Behavior

Cronyism

Disaster Waiting to Happen

Lack of Professional Growth



Getting Practical(Resource) Bringing the Political Styles to Life

PurposeTo help you view yourself andyour work world within thecontext of the principles of

politics and power being discussedin this workshop, so that you canmove from abstract theory to yourown life and practical applications.

Directions

On the Organizational SavvyContinuum, roughly estimate whereyou would place the people andorganizations suggested. You maychoose to make additional noteson the next page.

Place on the Organizational Savvy Continuum:

Yourself today

Yourself at other times in your life

Your boss

Various colleagues

At least one or two reports or individual contributors whom

you view as being power-motivated, even though they may notpossess actual position power

The culture or identity of your immediate organization or

functional area

The culture or identity of your business within the larger

enterprise

The culture or identity of your overall enterprise

People from your past who were key in forming your beliefs

and values about power, politics, self promotion, etc.

Do you abandon the

air waves? Do peoplesee your handpr int

enough? Where do you

fall on the Organizational

Savvy Cont inuum?

-Rick Brandon, Ph.D.

Power of Savvy ZoneInfluence & Impact with Integrity

Power of Ideas Power of Person

Organizational Savvy Continuum

{

UP BUP LP LP MP MP BOP OP

LP-4 LP-3 LP-2 LP-1 MP-1 MP-2 MP-3 MP-4

Author, Survival of the Savvy



Key Points and Notes

Bumper Stickers, Slogans, Quotes?

Learnings?

Perspectives?

Ahas?

Conclusions?

Whats It AllAbout?

Slides



Power of Person

Political Style Assessment Summary Sheet

Moral indignance aboutpolitics, acts rashly.

Hates, rejects all politics

and as a result is under-estimated.

Low prole, submissive,

can be self-less victim

without a sufcient

network.

Wont network or self-

promote, avoids functions.

Unaware of Buzz

reputation, perceptions ofself/unit. No conscious

plan to manage theairwaves.

Nave, too open with

agenda, lacks verbal

discipline, goes onpeoples lists.

Holier Than Thou

with values, self-righteous

integrity and cliques basedon morals.

Rigid about being right,

can be overly pushy withideas.

Takes blame, may hurt

oneself or team for good

of company

Blind loyalty and false

comfort, when othershave not earned trust.

Easily deceived.

Can have myopic or tunnel

vision, may not detectsabotage.

Rigid about red tape and

respect for channels,missed opportunities bynot working the system.

Under-Political Influence, Impact, Integrity Influence, Impact, Integrity Overly PoliticalLP-4 LP-3 LP-2 LP-1 MP-1 MP-2 MP-3 MP-4

Will enter the political arena but

as a means to an end, not quite as

smooth in these skills.

Uses substance, values and resultsto inuence others since power is

dened as substance.

Believes ideas, logic, quality,

aesthetics, & results are compelling.

High-integrity focus on doing the

right thing for the company, others.

Relies on facts, logic, ideas, and

intuition to build case.

Focus on continuous improvement

and ongoing feedback, less polished

or natural presenter.

More open with agenda but does

not naively blurt out.

Goes through proper channels and

protocol. Respects position.

Success through track record of

good ideas, results, and credibility.

Trust in the meritocracy, rewards

results.

Makes decisions based on merit and

ideas, then factors in relationship,

avoiding complacency and ensuring

loyalty is earned.

Quick to give others credit, shows

humility, which gains loyalty.

More aware of the work itself than

how its perceived.

May risk self to confront a hidden

agenda, wisely or not.

Sees politics as a necessary evil and

reluctantly copes.

Builds credibility image through

ongoing accomplishment, may

attend functions more reluctantly.

Stays behind the scenes.

Lobbies, not broadly or strategically.

Gives people the benet of the

doubt. Waits to play tough as last

resort.

Active in the political arena, nds

energy and adrenalin in the game.

Uses exposure, position, and

networks to inuence since poweris dened as position and turf.

Believes image and perception are

compelling.

Focuses on success, can-do spirit,

and achieving.

Relies on coalitions, networks, and

opinions to build case.

Focus on effective presentation

and packaging, less diligent about

incorporating ongoing feedback.

More strategic, private with own

agendas as is appropriate.

Knows how to work the system

without fouling or cheating.

Success through networking and

diplomacy.

Knows that decisions can be made

based on many factors.

Makes relationship-based decisions,

so loyalty and partnerships are

paramount, then competence and

substance.

Fairly promotes own contribution,

and also shares credit.

Knows corporate buzz,

perceptions of self and the team.

Respects ego around turf & hidden

agendas, wisely or not.

Sees politics as a positive force and

embraces power.

Networks and builds natural power

base and image. Spends time

shaping perceptions and reputation.

Skillfully lobbies ideas before

meetings.

More cautious about possibility of

sabotage and plays hardball if

needed.

Power trips. May be

aggressive, dismissive ifdoes not respect your

power or connections. Too slick in working

around the system,working special deals

behind the scene.

So into being a player

and power mover, createsdistrust, pedestals can

topple.

Can manipulate or

constantly maneuver.

Hypersensitive about egoand turf. Blames and uses

excuses, blindly obvious.

Claims credit and brags.

Cronyism, unfair favors to

friends.

Good Old Boy-based

decisions, not based oncompetence, over-loyal.

Colludes, forms

exclusionary coalitions.

May sabotage others.

Chameleon, changes views

for personal gain.

Has a hidden and self-

interest-driven agenda.

Looks out for personal

gain even if not good for

the company, self-ish.

Disaster waiting to

happen, scandal potential.

Over-Conscious of theCorporate Buzz.

May have few of

own ideas, too little

professional growth.

Power of Ideas



Slides

Avoid Pendulum Swings to Extremes

Impact with IntegrityInfluence andEthics

Power of IdeasAll aboutSubstance

Power of PersonAll about

Image

TargetZone



Integrating Ethical Politics:Targeting Savvy Skills

Knows the Agency Buzz

Studies Politics

Savvy Attitudes

HandlesSabotage

CHARACTERSTRATEGIES

Ethical Lobbying

Savvy Communication

Enhances Power Image


Essential Networking

Manages Perceptions

1

2

3

4

5

SKILL

SETS

6

7

8

9

10

11

12

13EXTERNALS

KILLS

INTERNALSKILLS

PROTECTIVESTRATEGIES

PROACTIVESTRATEGIES

AWARENESSSTRATEGIES

DetectsDeception

Performance Integrity

Personal Integrity


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PurposeTo point the way towards targetingareas of political savvy for you toimprove and to preview the skillswe will develop the rest of todayand tomorrow.

DirectionsPeruse yourAssessmentresults anddiscuss the questions to the right inPairs or Trios.

Savvy Skills AssessmentDiscussing Your Assessment Results

Questions for Debriefing Your AssessmentResults

1. My strengths and skill sets to leverage...

2. My areas for improvement and skill sets to develop...

3. Ways that Ive under-utilized a skill set...

4. Ways that Ive over-utilized a skill set...

5. Skills vital given my role or function...

6. Skills important given my agencys organizational culture,business strategy, or emerging changes and directions...

7. My important learning from theAssessment...

8. I am still unclear about...



Organizational Savvy Skills Pyramid


Studies Politics

Savvy Attitudes

HandlesSabotage

CHARACTERSTRATEGIES

Ethical Lobbying

Savvy Communication




Manages Perceptions

1

2

3

4

5

SKILL

SETS

6

7

8

9

10

11

12

13EXTERNALS

KILLS

INTERNALS

KILLS


PROACTIVESTRATEGIES

AWARENESSSTRATEGIES

DetectsDeception-


Personal Integrity

Slides

Know Your Buzz

Ask Others

Listen to Comments

Know Your Strengths & Growth Areas

Observe How Youre Treated

Guess Based on Stereotypes



PurposeTo open the door to managethe Corporate Buzz on youmore proactively by making aneducated guess about how youare perceived your corporatereputation.

Directions1. Read Survival of the Savvy,Chapter 8, Knows the Corporate Buzz.

2. Next, answer these questionsabout your corporate reputation.

Later, return to these thoughts andphrases, and esh out a strategy for

shaping new Buzz and reputationswhen you read about tacts toManage Perceptions.

Know the Corporate Buzz(Back-Home Resource) Worksheet

Jot Notes about the Corporate Buzz on You

1. How do people inside your immediate functional organizatioperceive you? What positive or negative Buzz mightaccompany your name?

Positive Negative Positive butLimiting

2. How do people outside your immediate functionalorganization perceive you? What is the broader CorporateBuzz on you?


3. How does the company tend to view your overall functionalarea?




Networking ...the deliberate process of

exchanging information, resources, support, andaccess in a way that creates mutually beneficial

relationships for personal and professionalsuccess.

-Making Your Contacts Count Anne Baber & Lynn Waymon

Essential Networking:

Network Mapping



Studies Politics

Savvy Attitudes

HandlesSabotage

CHARACTERSTRATEGIES

Ethical Lobbying

Savvy Communication




Manages Perceptions

1

2

3

4

5

SKILL

SETS

6

7

8

9

10

11

12

13EXTERNALS

KILLS

INTERNALS

KILLS


PROACTIVESTRATEGIES

AWARENESSSTRATEGIES

DetectsDeception-


Personal Integrity




(Optional) Network Mapping

PurposeTo create a schematic depictionof your various workplace and

professional relationships whichform the fabric of your EssentialNetworking and to pave the way forwidening and deepening this valuableasset.

Directions1). Read the DenitionsandGuidelines in the rest of this Activityfor constructing your Network Map.

2). Create a Network Map on one ofthe following pages. Use the diagramson the next pages to name key

people, their Assets, your ObjectiveinNetworking, and key Linksbetweenpeople.

[Note: Your facilitator will guide youin mapping your Network and mayprovide time to do so, along withdiscussion during this workshop. If

not, we urge you to practice on yourown.]

DEFINING NETWORK MAPTERMS

Objective-Each Network Map is helped by an objective for thatMaps relationship-building, since the people you include and movewithin your Network depends upon what youre trying to achieve. While

you may have a broad sense of everyone in your general network, itsa bit overwhelming to map all these people. But for a specictargetedpurpose, you can more readily identify appropriate people for your Map.

Assets-Each person provides you with potential benets that you cancode as: (I) Information, (R) Resources, (S) Support, and/or (A) Access.You may jot down the specics for each, while some people just keep inmind whatAssetsare provided.

Links-As you complete Steps 5 & 6 in Network Mapping (see reversepage with Guidelines to strategize moving people further inside yourNetwork Circles), include existing and desired Linksand relationships

between people, so that you can leverage these connections andsequence your relationship-building, as youll also do in EthicalLobbying.

Network Circles-These are increasingly valuable levels ofrelationship within your Network, with the innermost circles providingthe greatest support. These terms are borrowed fromMaking YourContacts Count, by Anne Baber and Lynn Waymon.

Acquaintances. There is opportunity to cross paths, whichprovides access to insight and information; there is some likelihoodthat you may want to connect with them more frequently when there is

something to leverage by knowing these contacts. You may not know allof their potentialAssets.

Associates.There is ongoing experience and involvement withthese people; they know you, your work, and your Buzz; they aremore readily available to provide context, expertise and their Network.

Advocates.There is history with you so that they are open andavailable to put a stake in the ground on your behalf; trust is there based

upon the history or credibility that they experience in you.

Allies.There is a sense of inner circle with this group; they willtell you like it is, and will almost always be there to support youbased ontheir capabilities and commitment to the relationship. They domore than endorse your ideas and work; they actively partner with you

to further your causes and make sacrices on your behalf.

Additional Targets.You dont have existing connections tothese prospective supporters, but they might be industry experts, power-holders, or potential assets for your networking objective. Perhapsothers on your Map have linkages.



Network MapObjective:__________________________

___________________________

Acquaintances

Associates

Advocates

Allies

Additional Targets



Writing an Elevator SpeechSample Elevator Speeches

Problem-Solution Focus:1. You know the problem we have with losing top managementtalent to the competition? It costs us hundreds of thousandsin replacement dollars, not to mention morale and productivitydrain. Well, our team works to reduce that loss by installingincentive programs to reward seniority, and by delivering apractical motivation skills workshop for our top executives. So,

as Director of Training and Development, I help us to retainand increase our managerial bench strength while stopping thebleeding of attrition to the competition.

Challenge Focus:2. Im our VP, of Marketing and Media Communications,working with a super crew. As you know, since were justbreaking into the high tech vertical niche, we need to look likea bigger player quickly in order to get contracts in place andachieve our strategic growth objectives. My team applies our

high tech marketing and public relations experience to create apositive industry image and drive business to our company.

Now Write Your Own Elevator Speech Below, oron the Next Page:

1) Select Your Target Person or Audience ___________

2) Choose your focus (which part of your role or job

will you feature?)_________________________________

3) Draft your Elevator Speech using a Template fromthe next page:

____________________________________________________________________________________________________________

______________________________________________________

______________________________________________________

______________________________________________________

______________________________________________________

______________________________________________________

______________________________________________________

Edit Your Pitch to Ensure

that You Convey:

CONCISEIs it short with punch?

CONTRIBUTIONDid you highlight tangiblebenets?

CORPORATE VALUEDid you link your contribution

to strategic goals, values, orobjectives?

CREDIBILITYDid you work in your trackrecord as appropriate?

COMMITMENTDoes your enthusiasm comeacross?

CONFIDENCEDid you edit tentative wishy-washy wording and will youpractice your delivery?

CULTURE-SENSITIVETO SELF PROMOTIONIs there more team player toneor self promotion attached?

CONVERSATIONALTONE

How can you weave inwording and delivery so youcome across naturally insteadof overly slick, sales-like, orarrogant?

CREATIVEIs your approach clever orsame-old, same-old?



Problem-Solution Focus:You know the problem we have with the (name problem)?

Well, in my role as (title), my team and I solve that problem

by (describe activities and connections).

______________________________________

______________________________________

______________________________________

______________________________________

______________________________________

______________________________________

Public/Customer Welfare FocusIm very excited about the (cite achievement) my team

worked so hard to accomplish, because weve helped ourorganization to meet our vision of helping the public by(state the benet gained by the public or customer).

______________________________________________________________________________________________________________________________________________________________________________________________

Goal Focus:You know the goal we have of (name the goal)? Well,

in my role as (title), my team and I address that target by(describe activities and connections).

______________________________________

______________________________________

______________________________________

______________________________________

______________________________________

Challenge Focus:As you know, were facing the tremendous challenge of(cite challenge). As our (title), I lead a team that addressesthis challenge to make sure we (describe mission and

connection to the challenge).

______________________________________

______________________________________

______________________________________

______________________________________

______________________________________

__________________________________________

Loss Focus:Our company loses $ each year because of (root cause

of loss). As (title), I head a group that prevents/cuts downthis bottom line drain by (explain the teams activities and

outputs).

______________________________________

______________________________________

______________________________________

______________________________________

______________________________________

Team Excitement Focus:Were excited about the organizations chance to (cite the

opportunity in vivid terms). My task force is helping us tocapitalize on this opportunity by (describe the actions andhow they relate).

____________________________________________________________________________

__________________________________________________________________________________________________________________

Benefit Statement Focus:As (title), I deliver (name the output, service, feature, or

activity) which brings/creates/ensures (state the resultinggeneral company or customer advantage)which satisesour need for/to (link the advantage to a company need).

__________________________________________________________________________________________________________________

____________________________________________________________________________

Empathy Focus:

If my understanding is correct, youve been concernedabout (name a problem, issue, concern). My (name thegroup) team helps by (describe the teams activities,outputs, and impact on the concern). My role is (give your

title or function).

______________________________________________________________________________________________________________________________________________________________________________________________

Elevator Speech Template



Slides


KnowstheAgencyBuzz

StudiesPolitics

SavvyAttitudes

HandlesSabotage

CHARACTERSTRATEGIES

Ethical Lobbying

Savvy Communication




Manages Perceptions

1

2

3

4

5

SKILL

SETS

6

7

8

9

10

11

12

13EXTERNALS

KILLS

INTERNALS

KILLS


PROACTIVESTRATEGIES

AWARENESSSTRATEGIES

DetectsDeception-


Personal Integrity

Ethical Lobbying

Manage Your Political Bank Account

Networking

The Power of Favors

The Power of Appreciation

Avoid Sabotaging Others

Plot the Political Landscape

Analyze the Stakeholders Study the Agenda

Blend Agenda

Compromise Your Agenda

Share Credit

Key Points and Notes



Ethical LobbyingBackground

This program on OrganizationalSavvy positions politics as a

necessary part of corporate

inuence, and invites you

to view building a high-

integrity power base as an

important vehicle for personal

and organizational impact.Entering the political arena is

the price you pay for selling

your ideas, getting the credit

you deserve, and receivingoptimal consideration for career

advancement.

Youve learned through the

Organizational Savvy Model

that left-side Power of Ideas

people need to remember thatideas themselves may not be

compelling enough on their

own to be implemented. They

may need to be positioned with

powerful people. To ignore this

need leaves you with a political

blind spot, vulnerable to otherswho may be more expert at

exercising power dynamics

within your company.

Any denition of politics must

include using both formal and

informal avenues for gettingthings done in organizations,

sometimes going around

recognized channels to inuence

key stakeholders and powerfulindividuals. This does notmean

you will become manipulative

or unethical, because its not

necessary to hide the fact that

you want to gain approval or

support for yourself and your

ideas. You can play above boardand maintain your integrity by

choosing causes that are good

for the organizations interests,not just your own.

Since politically naive people

dont realize that decisions are

often made before the ofcial

decision-making meeting is

conducted, you will be at a

disadvantage unless you embracethe practice of Ethical Lobbying

This fair, common, and effective

Organizational Savvy strategymeans notwaiting for a group

setting to gather support for

your ideas and proposals, but

instead doing what government

lobbyists do: build relationships,

use various channels of

inuence, and exercise proactive

organizational savvy. What

are the ingredients of Ethical

Lobbying?

Manage Your PoliticalBank AccountStephen Covey, in his classic

book, The Seven Habits of Highly

Effective People,describes the

importance of being aware of

your Emotional Bank Accountwith everyone you know. Joel

DeLuca, in Political Savvy,echoes

this idea with the notion of the

informal chit system that exists

in all work relationships. We

commonly hear people say, I

had to cash in a lot of favorson that one. The obvious

conclusion is that we operate in

Pre-Course ReadingPurpose

To help you raise the odds thatyour ideas will receive optimalconsideration, especially at group

decision meetings. To better sell yourrecommendations, proposals, andinitiatives to stakeholders, clients,sponsors, team members, or bosses.

Directions1. Read the accompanyingEthicalLobbying article as preparation for

crafting an actual lobbying strategy fora real issue thats important to you.

2. Use the articles principles andrecommended strategizing questionsto plan how you will best approach

an actual targeted back-home issueand decision-maker or inuencer.

Complete the attached Stakeholder

Analysis Worksheet.

You cant always get

what you want, but if you

try sometime, you justmight find, you get what

you need.

The Rolling Stones



Ethical Lobbying, cont.

a system of gaining and lending

support for one another, partially

based upon our history of trust

and mutual benet. A piece of this

reality is the Political Bank Account.

Still, we want to be realists by

remembering there are side

benets to sharing and exchanging

favors. The age-old Scratch

my back and Ill scratch yours

maxim doesnt have to be done

in a smoke-lled back-room, for

unethical reasons. Organizational

inuence doesinvolve collaboration

and alliances. The act of giving isalways appreciated and raises the

odds that a powerful colleague

or leader might become an ally.

Thats just human nature! In order

to reap the most benets and

return on your investment in thePolitical Bank Account, consider

the following common sense

suggestions.

RememberYoure Still AGood Person!Dont worry. Being aware of the

favors you give and receive doesnt

mean youre only interacting with

people for some ulterior motive orhidden agenda. We all still aspire

to do the right thing and help

people, out of goodness, with the

intent to make this little planet

where we live a better place. Afterall, we all walk a rough road.

NetworkingRemember to network in order

to create the relationships that

keep you in the loop, align youwith powerful and power-oriented

associates, and allow you to shape

perceptions about you in the

workplace. Also strategically use

your political network to open

up opportunities for building up

a surplus in your Political Bank

Account. After all, this will pavethe way for Ethical Lobbying

opportunities.

The Power of FavorsThe idea is to not equate all favorswith Machiavellian opportunism,

as long as your heart is also in

the right place and you are trying

to help the company, not just

advance yourself. Dont be turned

off to giving and receiving favorsjust because some people abusethe practice. Simple ways to make

deposits into your Political Bank

Account include:

Be available to people and let

them know youre willing to

be contacted after hours. Thisdoesnt mean youll actually

be called at 3 a.m., but it sure

makes an impression whenyoure willing go the extra mile.

Offer support to others for

ideas and projects that areimportant to them. Even

if you dont have time to

participate on a persons team

or project, you can still lend

your endorsement and overt

support.

Whenever you can, look for

ways to help people save face

or get out of jams. Perhaps

it means pitching in at the

eleventh hour if a colleague

is in trouble, tactfully voicing

approval, or expressing a

benet of a persons position

when it is being challenged.

Naturally, be careful about whom

you support and whom you cross

when lending favors or supporting

an allys ideas. Organizational

savvy means awareness of the

impact of all you do. So dontblindly grant favors without

thinking strategically about whose

list you could end up on! While

you may build a surplus of favors

for one persons Bank Account,

the same actions could create

a decit in another key power-

holders account.

The Power of Appreciation

Dont underestimate theimportance of expressing strong

appreciation for people who do

you favors. While you dont want

to hold grudges, you dowant

to hold gratitude. If you dont

show your appreciation effusivelyenough, or long enough, you may

be committing a major faux pas.

Send thank-you notes and copy

key people, so that the person whodid you a favor knows you took

extra steps to help make visiblethat persons good will, team

player status, and organizational

commitment.

Avoid Sabotaging OthersBe careful to avoid accidental

sabotage. At times you might not

mean offense, but you unwittingly

harm a person important to yoursuccess. Obviously, acknowledge

the mistake, or it will be seen asintentional. Apologize and assist in

salvaging the situation. Dont burn

bridges when you cantsupport

a colleague or must turn down

a request, or if someone turnsyou down. For instance, when

rejecting someones advances,



Ethical Lobbying, cont

be sure that youve carefully

considered the appeal. A no

doesnt need to close the door for

future collaboration. If people

turn down your requests forsupport, help them to save face,

and acknowledge that reasonable

people can end up on opposite

sides of the issue.

Think Like a ChessPlayer: Plot the PoliticalLandscapeThe politically naive wait until

a meeting to present their

case, thinking this is wheredecisions and inuence reside.

The politically adept know that

inuence demands more advanced

thinking and individual lobbying.

A critical piece of the political

jigsaw puzzle is to think morestrategically like a chess player, less

like a skeet shooter reacting with a

quick trigger nger.

Ethical Lobbying means you will

think ahead and develop political

allies to support your ideas and

projects. Organizational Savvy

requires proactive planning,

plotting the political scene,and mapping out the infuence

relationshipsthat will raise the

odds for decisions going in your

favor. Ask yourself the following

set of diagnostic questions whendeciding whom to approach, on

an individual basis, with Ethical

Lobbying.

Ethical Lobbying StrategiesAnalyze the StakeholdersWho are the key people involved

in the decision making about the

idea you want to champion? For

each stakeholder or decision-

maker ask yourself these

questions:

Whats his or her level ofagreement or disagreement

with your idea, project, or

proposal?(+110 or -110)

Whats his or her level of

inuence, whether through

position power or informal

power?

(1-10)

Whats the persons placement

on the Organizational Savvy

Model continuum (Power ofIdeas LP-1LP-4, Power of

Person MP-1MP-4)?

How does the person viewyour

level of power and placement

on the Organizational SavvyModel continuum?

Whats the persons degree ofchange-ability on the issue

for which youre lobbying?

How is your Political Bank

Account with this person? Do

you have enough of a surplus

to approach this person? If not,

have you at least avoided being

perceived as having sabotaged?

Does the person view you as

neutral or as an ally, and do youpossess enough power to earn

his or her attention?

What are the connections and

relationships between this

person and others? Youll want

to openly discuss who is forand who is against your ideas.

You may need to mention

alliances and people who

support your proposals, people

who can help you inuence

another target stake-holder.

What other communication

style, working style, functionalarea biases, or cross-cultural

sensitivities should you

consider in your plan?

Based upon your analysis, decidewhom to approach and what

strategy might be effective without

sacricing your own ethics

or becoming two-faced. The

guidelines below may assist you

in guring out how to inuencethrough Ethical Lobbying.

Study the AgendaSpend time guring out powerful

peoples priorities, listening and

learning. Sit and ask them their

focus and strategies. Also, discovertheir agenda less directly by

noticing what they say in meetings

and by asking others. Salespeopleare naturally good at this, but you

can develop the capability.

Blend AgendaHere, you become a spin doctor,

which is another skill salespeople

and professional lobbyists

demonstrate. Youll know peoples

hot buttons because youve

studied their needs, goals, and

causes. Next, tieyour ideas to theiragenda so that you can inuence

them.

This type of linking lead-insentence needs to become part of

your normal lobbying language:

An idea that ts well with your

____________ agenda/goal is

my idea for ___________ , which



addresses your needs by________

____.

People do things for theirreasons,

notyours.The word beneftmeansgood t, so you want to package

your ideas in a way that meets

other peoples business needs and

appeals to theirvalues, strategies,

and objectives.

For instance, a Quality Training

director in a major corporation

repackaged major components

of his quality training curriculum

under the umbrella of business

effectiveness when he determined

that the quality program andpeople associated with this

organizational change initiative

had fallen out of favor within

the enterprise. That showed

organizational savvy and the

willingness to reframehis agendato blend better with the agenda of

the new leadership.

The comedian George Carlin has

made a living highlighting the

potency of using the right words,

of framing events and situations

in new ways. He quips, The

environmentalists nally got it

right. They gured out that no

one wanted to give any money to

swamps and jungles... So now theycall it wetlands and rain forests,

and the money comes rolling in!

Compromise Your AgendaYou wont always have thepower to implement your ideas

totally, but you might be able to

compromise and get some of

what you want. Once an idea is

Ethical Lobbying, cont.

in swing, its sometimes possible

to gradually build and shape it to

match more fully your original

vision. Taming a wild stallion

demands blending your energywith the horses, and riding with

the beast before you can guide it

to whereyouwant to go. Patience

is important in Ethical Lobbying.

Organizational Savvy is partly

about not pushing the river.Naive political players let their

integrity, passion for their ideas,

and deep sense of values run away

from them, often slipping into

taking brash, provocative stances.

The loose cannon is reminiscent

of youthful, militant exuberance.Organizational change takes time.

Inuencing reactions to your ideas

is less like a speed boat cutting a

sharp turn, and more like a cruise

ship whose turn is a wider arc.

Remember the Rolling Stonesversion of Serenity Prayer (!!):

You cant always get what you want,



But if you try, sometimes

you just might fnd

You get what you need.

This sage advice applies to

organizational savvy. Those whoare politically adept practice

exibility and do not paintthemselves into a corner with

nonnegotiable, rigid stances. If

youre astute, youll recognize

the difference between your true

underlying needs and any initialwin-lose position you might

unwisely push. Just because you

adapt and give a little in order

to gain a lot doesnt mean youre

selling out. Sometimes you have to

give a really big sh plenty of line

in order to reel it in.

Share CreditIf you need a right-side Power of

Person individual to implement

your idea, having 25 percent of

the credit and giving them 75

percent as if they thought of it

may be better than keeping 100percent credit for an idea that

goes nowhere! Give up credit to

gain support. Some writers even

suggest letting powerful people

believe they came up with the

idea, not you. You still gain some

visibility, and you can alwaysstrategize ways to make sure you

dont lose all the credit if you

plan ahead and make yourself

indispensable to the power-

oriented colleague.

A Disclaimer

Remember that Ethical Lobbyingdoesnt mean crossing the integrity

line or saying things you dont

believe, in order to get things

done. The principles taught in this

course are simply tools. You willtake responsibility, like a carpenter,

deciding whenand howto use the

tools.



Ethical LobbyingStakeholder Analysis Worksheet

Issue #1: __________________________________

Stake-Holder #1: __________________________Ethical Lobbying Strategy Questions

Whats his or her level of agreement/disagreement with youridea, project, or proposal (1-10)?

Whats his or her level of inuence, whether through position

power or informal power (1-10)?

Where is the person on the Organizational Savvy Model

continuum (LP-1LP-4, MP-1MP-4)?

How does the person viewyourlevel of power and placementon the Organizational Savvy Model continuum (LP-1LP-4,MP-1MP-4)?

In what state is your Political Bank Account with this person?

What is the persons degree of change-ability on the issue forwhich youre lobbying?

What bridges and links can you make to blend your agendawith this persons?

What ways can you compromise your position or adapt it to

gain this persons support?

How much credit are you willing to share in order to help

your idea gain this power allys support? What other communication style, working style, functional area

biases, or cross-cultural sensitivities should you consider in your

plan?

What are the connections and relationships between this person

and others? You will want to discuss openly who is for and whois against your ideas.

PurposeTo use the principles of EthicalLobbying, described in theprevious reading, in order tostrategize ways to gain support foran issue or idea important to you.

DirectionsPick an idea you would like tochampion, and strategize anorganizationally savvy method ofadvocating for your issue. This

will entailEthical Lobbying,usingthe principles described in theprevious reading. Write a fewwords about the specic idea orcall to action you want to inuenceothers to support:

___________________________

___________________________

___________________________

___________________________

Below list several people involvedin the go or no go decision,the stake-holders whose supportyou require for your proposalto see the light of day. Foreach person, answer the EthicalLobbying Strategy Questions on

the right.

___________________________

___________________________

___________________________

___________________________



Slides

Workshop Agenda

Overview, Reactions, and Business Rationale

Political Styles: Strengths and Risks

Bringing the Political Styles to Life


North Star Goals

Influence in Your JobOrganizational ImpactCareer Satisfaction & GrowthRole Credibility



Studies Politics

Savvy Attitudes

HandlesSabotage

CHARACTERSTRATEGIES

Ethical Lobbying

Savvy Communication




Manages Perceptions

1

2

3

4

5

SKILL

SETS

6

7

8

9

10

11

12

13EXTERNALS

KILLS

INTERNA

LSKILLS


PROACTIVESTRATEGIES

AWARENESSSTRATEGIES

DetectsDeception-


Personal Integrity



Savvy by Email

Purpose

To help you remember and apply theinsights and skill sets you learned inthis Organizational Savvy session, you can

receive brief weekly emails that promptyou to take specic action steps related

to the 13 Savvy Skill Sets, or to takePolitical Styles into account during your

day to day work.

Please know that we get how busyyou are. You dont need meaninglesstasks to add to your to-do list, so thisservice will be practical and fast eachweek.

Sometimes the daily task will be to takequick action to implement a Savvy Skill,while other emails will remind you toincorporate a particular skill like SavvyCommunication tactics into a meetingyoure having anyway, so these tips

wont add any time to your day.

The Service is Free-Neither you nor your sponsororganization pay a penny for this reinforcement service. Itsmerely a new refresher and pull through deliverable wevebeen asked to provide to demonstrate our commitmentto ghting the fade-out factor that haunts most training

programs..

Short and Sweet- Each Savvy by Emailtip will be two shortparagraphs a quick reminder of a Savvy Skill Set, suggesting

a specic action step to put it in motion, and an optional action

step that may help you leverage the skill that day on the job.

Fight the Fade-Out Factor All Year- Youll start receiving

reinforcement emails the week after you accept the registrationemail, and one a week for 52 weeks, a friendly, quick tip willjump-start your efforts to implement Organizational Savvy.Thats a full year of valuable program reinforcement and

application.

. You Have Total Choice to Participate- Its up to youwhether to receive these short weekly emails or not, and youcan unsubscribe at any time you wish by clicking a link to quit.

Sign Up Options- Sign Up Options- Depending upon thecompany or agency that made the course available to you, yourtrainer may circulate a sign-up sheet, you may complete this

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No Spam will Come- Not to worry by receivingreinforcement reminders and application tips you will NOT beopening the door to any promotional offers.

A Free Reinforcement and Application Series

Sample MessageReinforcement Tip #19: Study Politics: Navigate the White Space on the Organizational Chart, Too

TIP: Organizational Savvy involves knowing the ofcial power holders by position, along with their agendas. But its alsoabout reading the white space on the organizational chart, where more informal power holders and inuencers reside.

TASK:This week challenge yourself to realize which inuencers you may be ignoring, especially if you are being dismissivof them, either due to being too busy or worse, because they dont hold enough power. (Are you being an MP-3 BorderlinOverly Political player?) Identify a gatekeeper who may therefore understandably block your access to an executive, a junio

staff member whose Buzz about you might be less than stellar, or someone who would otherwise be more of an Advocator even Ally on your Network Map. Now invest more care into attending to the unofcial, informal, and true power dynam

ics of your company. But dont do this just to get ahead do it for the right reasons with integrity, realizing that everyondeserves your extra effort and consideration.

SURVIVAL OF THE SAVVY reading: Chapter 7: Detect Power, Agendas, and Unwritten RulesTo unsubscribe from this message series, click on [email protected].

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Brandon Partners is a global training rm that cultivates the cuttingedge leadership and workplace competencies of Organizational Savvy and

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High-Integrity Political Tactics for Career and Company Success (Free Press, 2004Many corporate leaders maintain that politics arent important or dont exist. Yet, every day in theorganizations, power-plays, ego-trips, turf-battles and deception hurt both careers and the bottom linWhen corrupt people with strong political skills gain power, the results can be devastating, as rececorporate scandals have shown. But by increasing their organizational savvy, ethical leaders can achiestrategic inuence, manage their careers, and become stewards for their organizations resources, mora

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