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2014
Winning at the Game of Office Politics
Jo Miller, CEO, Women’s Leadership Coaching, Inc.
2014
#GHC14 #OfficePolitics @Jo_Miller
2014
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.
2014
I HAVE UNIQUE
KOALAFICATIONS
2014
#GHC14
#OfficePolitics
@jo_miller
2014
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.
2014
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!
2014
Are you the best kept secret in your organization?
2014
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.
2014
Many women managers find
engaging in office politics to be difficult and
painful.
Ruderman and Ohlott, 2002.
Some view it as “evil”.
2014
So, why not just ignore it?
2014
“…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.
2014
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.
2014
Ignore it
Turn into someone you don’t
like
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Ignore it
Turn into someone you don’t
likeX X
2014
Ignore it
Be positivel
y politically savvy
Turn into someone you don’t
likeX X
2014
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
2014
Who do you know who does this well?
What qualities or characteristics do they have?
2014
Office Politics
Organizational Awareness
Being a savvy observer of the communication and relationships that
surround you in your organization.
2014
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
2014
Relationships Influence Coalitions Key Influencers
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Relationships Influence Coalitions Key Influencers Verticals
2014
“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
2014
“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
2014
“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
2014
Relationships Influence Coalitions Key Influencers Verticals
2014
Which element of the shadow map was most enlightening for you?
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Relationships Influence Coalitions Key Influencers Verticals
2014
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
2014
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
2014
“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
2014
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
2014
Q&A
2014
Download This Presentation
www.womensleadershipcoaching.com/ghc14.htm
Blog www.BeLeaderly.com
2014
Got Feedback?
Rate and Review the session using the GHC Mobile App
To download visit www.gracehopper.org
2014
“… 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
