GovLoop Mentors ProgramSpring 2012 Midpoint Energizer Event

Andrew Krzmarzick, GovLoopKathy Wentworth Drahosz, The Training ConnectionJennifer Sellers, The Training ConnectionAllison Primack, GovLoop

Welcome & Introductions

Agenda1. What’s Energizing You?

2. What’s Political Savvy?

3. Interaction: Political Savvy Scenarios

4. 7 Tips to Develop Political Savvy

5. Networking

What’s Energizing You (or Not!)?

Mentors gather HERE Mentees gather HERE

WebEx Participants: Please chat openly with each other – we’ll share your responses live.

Why political savvy?

•reviewed the top three mentee goals

•discovered that “learning political savvy” and “developing problem solving skills” were the top two themes

What is political savvy?

•Identify the internal and external politics that impact the work of the organization.

•Approach each problem or situation with a clear perception of organizational and political reality,

•Recognize the impact of potential actions.

What do YOU think political savvy is?

Group 1 Gather HERE Group 2 Gather HERE

WebEx Participants: Please chat openly with each other – we’ll share your responses live.

Scenario 1: Asking for New Assignments

I personally believe that there is no

task too small to fulfill.  If the small

tasks were the majority of my job,

then I would see that as a problem

and I would speak to my supervisor

or HR rep.  However, in my position I

think I am supposed to demonstrate

dedication to completing tasks with

excellence, no matter how big or

small…but some of my peers see it as

"beneath them."1. Should you do whatever you're told and quietly wait for better assignments?

2. Or should you actively ask for better, more challenging work even if it is perceived by your supervisor as annoying or arrogant?

My colleague tried to give me the "heads up” about working in an upcoming assignment with certain staff members, including key leaders. I don't necessarily view it as gossip because my colleague thought s/he was being helpful by warning me. 

Scenario 2: Handling Office

Gossip

How do you decide what credence to put in a colleague's opinion of other staff's attitudes, personal agendas, and personalities vs. taking a wait-and-see approach to form your own opinion?

GovLoop Member Feedback, Scenario 1

• “Stop asking. It denotes passivity; sounds like you are still in college

waiting for the professor to say what's next.”

• “Do those minor tasks you're asked to do and find something meaningful

that needs to be done and make it happen.  If you truly want to lead, then

you must take initiative and tackle something that shows you can add real

value.”

• “It's important to establish a rapport and credibility with a supervisor.   If

a supervisor cannot trust you to execute the small assignments, you are not

likely to get the larger ones.  Let the supervisor know you believe you are

ready and willing to perform more challenging assignments or projects. 

Don't wait to be asked to do something.  Be creative.  Offer to take as much

as you can off the boss's shoulders and do it well.”

• “I'd treat many suggestions with a healthy dose of cynicism until I

knew the lay of the land. And the best way to do that is often to nod

politely, don't burn bridges, listen and look and decide for yourself.”

• “Trust but verify as a rather famous president once said.”

• “Its good to avoid pitfalls from others' lessons learned. But they may

have a different relationship than you will.  Starting with the blank

slate is more open and allows greater trust building. But don't be

naive.”

• “I had this friend who would start an untrue rumor about herself

when she started a new job, just to see how long it would take to

circulate.”

GovLoop Member Feedback, Scenario 2

“Aha” ?

How did you respond to these sessions?

1.Wow – I didn’t know that I didn’t know this was an issue

2.Ouch – I’ve struggled with this and would like to improve

3.Yep – Validated what I’ve recently been applying

4.And… – I know this well, regularly coach people on it

1. Image is Everything

2. Become the Go-To Person

3. Exceed Customer Expectations

4. No Pain, No Gain

5. It’s Not What You Know, It’s WHO You Know

6. Build Strategic Alliances

7. Never Talk Badly About the Boss

Next Steps / Announcements•Keep Meeting!

•Recruit More Mentors (Goal = 300 by end of

year)

•Register for Next Gen Gov Training Summit

July 26-27, 2012