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Winning at the Game of Office Politics

Jo Miller, CEO, Women’s Leadership Coaching, Inc.

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#GHC14 #OfficePolitics @Jo_Miller

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Jo Miller

Founding Editor of BeLeaderly.com and CEO of Women’s Leadership Coaching, Inc.

Helps emerging women leaders create a roadmap for their career advancement.

A leading authority on women’s leadership, Jo delivers more than 60 speaking presentations annually to audiences of up to 1,200.

Has traveled widely in Europe, Asia Pacific, and the Middle East to deliver keynotes and teach workshops for conferences, professional associations, and corporate women’s initiatives. 

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I HAVE UNIQUE

KOALAFICATIONS

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#GHC14

#OfficePolitics

@jo_miller

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The Emerging Leader’s Quandary

You can’t get a higher-level job without leadership experience…

But you can’t get the experience without the job.

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You can’t afford to wait

Don’t wait for permission or an invitation to lead.

Don’t wait for someone to promote you.

Take charge of your own career trajectory!

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Are you the best kept secret in your organization?

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OFFICE POLITICSDo you enjoy playing the game?

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WHY YOU CAN’T AFFORD TO IGNORE OFFICE POLITICS

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In LinkedIn’s 2013 survey of

954 women, 23% reported

office politics as their biggest frustration.

I asked 169 professional

women how they handled office

politics. Over 80% said they ignore it, or reluctantly play the game where

necessary.

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Many women managers find

engaging in office politics to be difficult and

painful.

Ruderman and Ohlott, 2002.

Some view it as “evil”.

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So, why not just ignore it?

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“…avoiding (office) politics altogether can be deadly for your career.

Every workplace has an intricate system of power, and you can — and should —

work it ethically to your best advantage.” 

— Erin Burt, Seven Career Killers.

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People who are politically savvy

Have better career prospects

Have better career trajectories

Are seen as more promotable

Are less likely to derail

“Women and Political Savvy,” Leslie and Gentry, 2012.

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Ignore it

Turn into someone you don’t

like

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Ignore it

Turn into someone you don’t

likeX X

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Ignore it

Be positivel

y politically savvy

Turn into someone you don’t

likeX X

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4 Competencies of Positive Political Savvy

Social astuteness

Interpersonal influence

Networking ability Sincerity

“Development and Validation of the Political Skill Inventory,” Florida State University Foundation, 2005

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Who do you know who does this well?

What qualities or characteristics do they have?

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Office Politics

Organizational Awareness

Being a savvy observer of the communication and relationships that

surround you in your organization.

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The Org Chart

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The Org Chart

Doesn’t tell the full story.

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THE SHADOWORGANIZATION MAP

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The Org Chart

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Relationships

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Relationships

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Relationships Influence

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Relationships Influence Coalitions

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Relationships Influence Coalitions

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Relationships Influence Coalitions Key Influencers

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Download This Presentation

www.womensleadershipcoaching.com/ghc14.htm

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Relationships Influence Coalitions Key Influencers

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Relationships Influence Coalitions Key Influencers Verticals

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“There is a special kind of relationship —called sponsorship — in which the mentor

goes beyond giving feedback and advice and uses his or her influence with senior

executives to advocate for the mentee.

Our interviews and surveys alike suggest that high-potential women are overmentored

and undersponsored relative to their male peers—and that they are not advancing in

their organizations.”

—Harvard Business Review

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“A sponsor is someone who will use their internal political and

social capital to move your career forward within an organization. Behind closed doors, they will

argue your case.”

—Cindy Kent, GM, 3M

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“Are all your advocates in the management chain directly above you? I recommend that everyone have three to

four advocates outside of her direct management chain.”

—Michelle Johnston Holthaus, GM, Channel Platforms and Strategy Division, Intel

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Relationships Influence Coalitions Key Influencers Verticals

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Which element of the shadow map was most enlightening for you?

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Relationships Influence Coalitions Key Influencers Verticals

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What are some ways to gather information to map your shadow organization?

i. Face-to-face interactionsii. Virtually

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THE RULES OF THE GAME

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Unwritten, Unspoken “Rules of the Game”

Every organization has them.

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1) Identify some “rules of the game” in your organization.

2) What are ways to navigate ethically and effectively within these rules?

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THREE WAYS TO GENERATE QUICK WINS

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In every organization, there is someone who is great at navigating.

Find them! Navigates well at all levels. Keeper of the “institutional memory.” Gets a “quick read” on people & groups.

1Early-career

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Build an influential coalition. It can be quicker and easier to get great things

done from the grass-roots. Make a list of like-minded individuals. Go way out of your way to support stuff that

is important to them. Ask for their support for something big.

2Early-career

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“It’s not enough to have a bright technical idea.

I have seen too many projects led by great, passionate people fail because

they tried to be the lone influencer. You have to get the right people in the boat

with you. You have to engage the entire human fabric.”

—Sophie Vandebroek, CTO, Xerox

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Don’t like the unwritten, unspoken “rules of the game”?

Become a game-changer! Pay attention to the scope of your influence,

and look for ways to expand your reach. Notice when you have the power to “change

the game” and seize the opportunity.

3Mid & senior level

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Q&A

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Download This Presentation

www.womensleadershipcoaching.com/ghc14.htm

Blog www.BeLeaderly.com

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Got Feedback?

Rate and Review the session using the GHC Mobile App

To download visit www.gracehopper.org

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“… a really great piece of advice I learned early on in my career and I’ve used

continuously: never let an organization’s structure get in the way of achieving results.

I’ve found that one needs to operate inside and outside of the structure, with a positive

attitude, always moving forward, filling in the gaps where needed”.

—Vivian Banta, Vice Chairman, Insurance, Prudential Financial