Three Lessons about Organizational Politics I wish I knew Earlier

Guest Contribution by Michelle Brailsford (London, England)

On the topic of organizational politics, what I know now after 30 years in the Fortune 500 world and what I knew starting out is vastly different. I have learned many important lessons about ‘managing politics’ and how important it is to ‘play the game’ in order to be both successful and happy at work. I learned those lessons the hard way and today I coach many women about the importance of managing power, perceptions and personalities (stakeholders). If I could go back in time and tell my young self what I know now, here is what I would impart:

Coming up with great ideas is not enough
Early in my career, I spent a lot of time studying in order to ‘know my stuff’; first as a recruiter, then as an HR advisor, as a trainer and finally as an OD/change consultant. I spent hours studying change models, engagement strategies, facilitation techniques, performance management systems, etc. I was a ‘life-long learner’ and with each new learned concept came an idea that could be brought to the business. ‘How about if we put in place a talent management system focused on STRENGTHS?’ ‘What about an engagement survey that asks how happy our employees are instead of how satisfied they are?’ ‘Could we throw out competencies and focus only on Values?’

Assuming that the quality of my ideas and the work delivered would speak for itself, I was often sorely disappointed when my ‘great ideas’ failed to gain traction. If I were able to coach my younger self today, I’d tell her that most professionals inside a firm are full of great ideas. What differentiates a good idea from an executable idea is the sponsorship you can find for it. Find a senior executive who believes in your idea as much as you do, and your great idea will gain buy-in. Otherwise, it sits in a desk drawer gathering dust.

Understand how decisions are made
Brilliant ideas may not be compelling enough on their own to be implemented. They need to be positioned appropriately and linked to the strategic agenda. Early in my career, I thought that ideas were vetted by looking at a set of objective criteria. And that is part of the decision-making equation. But the part that the ‘young me’ failed to recognize is that there is another part to the equation. Simon Senik, author of Start With Why, says,

“Decision-making and the ability to explain those decisions exist in different parts of the brain. This is the famous gut decision, and it happens in the limbic brain. The reason gut decisions just ‘feel’ right is because the limbic brain also controls our feelings.”

Today I would tell my younger self that most decisions are made based on a gut feel. Executives won’t admit this, but either they have a feeling that they can trust you or not. If you’ve built up an “Emotional Bank account” with them, they’ll view your idea as ‘powerful’. If they have a gut feeling that you can be depended on to execute, they will support your idea. Otherwise, it’s too risky for them to put their reputation on the line.

Understand that Perception is Reality
Perception is actually not reality, but the way people view you and the work that you do impacts your work reality. It’s important to know how your stakeholders view you and the only way you can know is by observing how you are treated, tapping into your network and asking directly. Most of us are afraid to find out how we’re perceived by our clients, customers, peers and bosses. But without that data, you cannot know how to manage your brand and reputation.

On the subjects of perceptions and power, the advice I would dispense is that spending time finding out how you and your team are perceived is the best investment of time you can make. Individuals, especially women, can be labelled and those labels stick. Early in your career, you can gain a reputation for being either too soft or too tough. I was told once that I ‘scared the boys’ and that they didn’t want to work with me. My passion and zest were misread and misinterpreted. Luckily, I had a brave colleague who held the mirror up and told me the truth. I’ve always been grateful to her for sharing information about how I was viewed and regarded. It was an opportunity for me to actively manage those perceptions about me and turn them around.

While I can’t turn back the clock, learning how to craft an executable idea, gain support, and gather and apply feedback are all lessons that can benefit my career and yours too. The sooner you can apply them, the better off you’ll be.

Michelle Brailsford is an executive coach and change management consultant who helps high achieving executives make bold changes to how they lead their organization. Her ethos of ‘Adding life back into work’ will result in more productivity and less resistance, more clarity and less confusion, more positivity and less cynicism. You can contact Michelle at Michelle@JupiterConsultingGroup.com

Guest advice and opinions are not necessarily those of The Glass Hammer