mastering organizational power and politics gvfhra september 18,2007 john eldred chief spiritual...

Mastering Organizational Power and Politics

GVFHRA

September 18,2007

John Eldred

Chief Spiritual Officer

Transition One Associates

transitiononeassociates.com


Diagnostic

Turn to the person on your left and complete the following sentence:

"The biggest political mistake I ever made was………………………………………………………………………………………”

MASTERING ORGANIZATIONAL POWER AND POLITICS

MY BIGGEST POLITICAL MISTAKE………..

IN CASE YOU HAD A HARD TIME WITH THIS, HERE ARE SOME SAMPLES:

1. CRITICIZING MY BOSS2. “ “ “ IN PUBLIC3. “ “ “ IN PRIVATE4.NOT CRITICIZING MY BOSS (BEFORE HE GOT FIRED)5.BELIEVING THE NEW VISION STATEMENT6.ACTING ON THE NEW VISION STATEMENT7.NOT KEEPING MY RESUME UPDATED8.TRUSTING THE CORPORATE MESSAGE, INSTEAD OF MY GUT9.NOT HAVING A PLAN10.NOT PAYING ATTENTION TO POLITICS


QUIZ:HOW OFTERN DO YOU DISCUSS ORGANIZATIONAL

POLITICS IN YOUR ROLE, GROUP,ORG.?

1. HOURLY

2. DAILY

3. WEEKLY

4. MONTHLY

5. YEARLY

6. NEVER

SKILLS OF POSITIVE POLITICS*1.DO SOMETHING WELL, GET RECOGNIZED AS AN ACHIEVER

2.FORM ALLIANCES AND SERVICE THEM REGULARLY

3.GET VISIBILITY

4.GET CREDIT FOR YOUR ACHIEVEMENTS

5.RELIEVE PAIN WHEN POSSIBLE

6.CONTRIBUTE TO THE BIG PICTURE

7.KEEP DEVELOPING YOURSELF

8.HAVE A PLAN FOR YOUR PROGRESS IN THE ORGANIZATION

9.HAVE OPTIONS TO YOUR CURRENT JOB-ESPECIALLY IN GOOD TIMES

10.KNOW WHEN TO LEAVE

ALBRECHT, KARL. SOCIAL INTELLIGENCE, THE NEW SCIENCE OF SUCCESS2006, JOSSEY-BASS, p. 209.


It is a sin to believe evil of others,

but it is seldom a mistake.

H. L. Mencken


LESSONS FROM 1600 INTERVIEWS OF SENIOR MANAGERS:

1. POWER IS WHAT YOU USE WHEN YOUR INFLUENCE RUNS OUT!2. POLITICS IS OFTEN DISGUISED AS CULTURE.3. ALL SENIOR EXECUTIVES ARE ADEPT AT POLITICS, BECAUSE…4. LEADERSHIP IS THE EFFECTIVE USE OF POWER.5. POLITICS PERSISTS BECAUSE OPEN CONFLICT IS TOO DANGEROUS.6. A POLITICAL STRATEGY IS FUNDAMENTAL.7. TECHNICIANS ARE THOSE WHO BELIEVE POLITICS IS BAD.8. POLITICS IS LEARNABLE, BUT NOT TEACHABLE!9. EVERYONE WISHES THEY HAD LEARNED POLITICS EARLIER.10. THE MOST POWERFUL POLITICAL TOOL IS THE TRUTH.


To be alive is to undo your belt and look for trouble.

Zorba the Greek

STAGES OF POLITICAL MATURITY©

•Mastery:

Politics as an Art

•Systemic Application:

Politics as a Strategy

•Selective Application:

Politics as a Tool

•Selective avoidance:

Politics as a Threat

• Bewildered passivity:

Politics as a Toxin

©John Eldred, Transition One Associates, 1991


Why is that when you win on an issue, you call it leadership, but when you lose you call it politics!

John Eldred


EXERCISE ON COGNITION

MASTERING ORGANIZATION POWER AND POLITICS

ORGANIZATION COGNITION*

1.POINT THINKING

2. LINEAR THINKING

3.ANGULAR THINKING

4.TRIANGULAR THINKING

* R. KEIDEL, Seeing Organizational Patterns, Berrett-Koehler, 1995.


POLITICAL DILEMMAS OF THE HUMAN RESOURCES LEADER

1. IMAGE

2. VALUE

3. ROLE

4. PARTNERSHIP

5. ETHICS

6. STRATEGIC RELEVANCE

WHAT IS THE FIRST THINGTHAT COMES TO MIND?


POLITICAL DILEMMAS OF THE HUMAN RESOURCES LEADER

1. IMAGE CARETAKER VS. EXECUTIVE

2. VALUE COST CONTAINER VS. ASSET RETAINER

3. ROLE STAFF VS. PLANNER

4. PARTNERSHIP CONFIDANT VS. HOUSE ORGAN

5. ETHICS DEFENDER VS. ETHICIST

6. STRATEGIC REACTIVE ANALYST VS. PROACTIVE RELEVANCE ARCHITECT


As each challenge arises, if you consider everything that could go wrong, you would never act.

Herodotus


Nothing is stable in human affairs, so avoid excess joy in prosperity or excess despair in adversity.

Socrates


He makes no friend who never made a foe.

Alfred, Lord Tennyson


Why is that when you win on an issue, you call it leadership, but when you lose you call it politics!

John Eldred


Politics is the calculus of power.

John Eldred


Power is what you use when your influence runs out!


Every man is guilty of the good he didn’t do.

Voltaire


There is advantage in the wisdom won from pain.

Euripides


CREATING POSITIVE POLITICS

PRACTICES FOR DEVELOPING A HEALTHY ORGANIZATION

INTRAPERSONAL* INTERPERSONAL ORGANIZATIONAL

1.ALTRUISM 1.SUPPORT, MENTORING 1.COMMUNITY SERVICE

2.ANTICIPATIO N 2.ROLE PLAYING 2.PLANNING, COACHING

3.HUMOR 3.STORY TELLING 3.CORPORATE ROASTS

4.SUBLIMATIO 4.PROTOCOLS 4.STRATEGIC PARTICIPATION 5.SUPPRESSION 5.MEDIATION, NEGOTIATION 5.OMBUDSMAN,

OPEN DOOR POLICIES,

ATTITUDE SURVEYS

© 1997, John Eldred, Transition One Associates, 30 Ridings Way, Ambler, PA.USA,19002-5241, 215-641-9431, Fax 215-628-8603,

*See George Vaillant, Adaptation To Life, Little.Brown, 1977

mailto:[email protected]

POWER AND POLITICAL STRATEGIES

NOTES FOR A PRINCIPLED POLITICAN


BEYOND THE HEROIC MANAGER

“CREATIVE SOLUTIONS TO DIFFICULT POLITICAL PROBLEMS RARELY SPRING FULL-BLOWN INTO MANAGER’S HEADS” (P.172)

CORE VALUES OF QUIET LEADERS*

1. RESTRAINT

2.MODESTY

3.TENACITY

BADARACCO, J. LEADING QUIETLY, 2002, HARVARD.


A STRATEGY IS A SET OF ACTIONS THAT WILL

BOTH ACTIVATE YOUR POWER BASE AND ALIGN

YOUR GOALS


HIGH

LOW

POWER BALANCE

LOW

GOAL CONFLUENCE

HIGH


HIGH

LOW

POWER BALANCE

LOW

GOAL CONFLUENCE

HIGH


HIGH

LOW

POWER BALANCE

LOW

GOAL CONFLUENCE

HIGH


HIGH

LOW

POWER BALANCE

LOW

GOAL CONFLUENCE

HIGH

COOPERATIONNEGOTIATION

DOMINATION INFLUENCE

POWER STRATEGIES MODEL ©

THE LEADER’S ROLE IN ENERGY MANAGEMENT

FROM TO

1.CONTROLLING EVENTS ORCHESTRATING ALIGNMENT

2.ENSURING CONFORMANCE ENSURING ACTIVATION

3.RESOURCE ALLOCATION RESOURCE MOBILIZATION

4.FOCUS ON PROBLEMS FOCUS ON LEARNINGS

5.REENGINEERING SYNCHRONICITY

6.CONTAINING ANXIETY CHANNELING ANXIETY

7.REDUCTION OF UNCERTAINTY INTEGRATION OF UNCERTAINTY

8.PLANNING AS CONTROL PLANNING AS ORGANIZED LEARNING

REFERENCE: John Eldred, 1992, adopted from John Ingalls, Human Energy Learning Concepts, 1979

MASTERING ORGANIZATIONAL POLITICS AND POWER

NOT THE END!

mastering organizational power and politics gvfhra september 18,2007 john eldred chief spiritual...

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