It’s March!

It’s March!

March Madness always makes me a fan of the underdog.

Even if you have created the best bracket… when the 14th seeded UAB grabs the victory over the 3rd seeded Iowa State, there’s a thrill! It’s inspiring to see the way these players encourage each other and have to depend on each other to defeat a much higher ranked team.

These games and brackets are fun because even when you think you have it all down, another upset happens, and all you can say is “It’s March!”

So, as you are enjoying your next game, think about 1 way you can encourage your team to work together better to get that next score!

In the mean time… here is who our team is rooting for!  We’ll be sure to let you know whose team goes the furthest and make sure you let us know who your hoping will clinch the win this March!

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Continuing to Navigate

Rapids 2Last week, Coach Terry, PhD, PCC shared 3 steps on how to use political savvy to expand your influence in a positive way. Well, Coach Terry is back to share the final steps to developing your political strategy.

Take it away, Terry!

Screen Shot 2014-10-10 at 1.14.22 PMNow that we have recognized the key players, identified their interests, and mapped out their power and authority, let’s focus on getting our political strategy defined.

 

Step 4: Conflicts and Alliances

 

In every situation there are likely to be natural conflicts. While you may have had a strong alliance with a key leader yesterday, a new topic may emerge where you now find yourselves at odds. You can better predict likely conflicts by understanding the interests of key players. Frequent contact with the key players is crucial for political savvy.

 

Best Practice: Mapping out the alliances and the conflicts in any given political situation helps you better understand how decisions may be influenced within an organization.

 

Step 5: Political Strategy

 

In this final step, you will synthesize steps 1 through 4 to develop your political strategy.

 

Consider the following key questions:

 

  • Who are my allies that are likely to support me?
  • Who are my detractors, and how much power do they have?
  • Do I have enough support to overcome objections?
  • Who do I need to talk to further to better understand their positions, concerns, and interests?
  • Do I have enough relationship capital to influence those in authority to get what I want?
  • Is the timing right, or should I wait until there is more support for my position?
  • If I move forward, what will be the likely outcome in terms of future support or resistance from stakeholders?

 

The ultimate goal here is to continually build alliances and to avoid making enemies over the long haul.

 

As a reminder, political savvy can be used in an ethical way in an organization to increase your influence and build relationships. By understanding political savvy as a process, anyone can develop the skills to be successful in maneuvering organizational politics to achieve greater influence and business results.

 

So, try it out! Opportunities come up all the time to expand your influence, wherever you are in your organization.

Let us know how it goes!

Navigating Your Workplace

Murkey Water

Organizational politics.

I know… those two little words made you shutter. No matter how large or small an organization is—all of them have politics. Regardless of where you are in your organization, navigating these can be tricky!

Terry Hildebrandt, PhD, PCC is back to Middle Seats to share some tips on becoming more political savvy.

Here’s what he’s got to say:

Screen Shot 2014-10-10 at 1.14.22 PMPolitics do not need to be negative. In fact, one can use political savvy in a very ethical and positive way to expand one’s influence and increase the probability of getting what you want at work and in life.

 

Here are some steps:

 

Step 1: Recognize Key Players

 

In any given scenario there will be key players. The obvious players include the executive sponsor, the team members, any relevant customers or suppliers, and supporting staff. What is less clear are the hidden players that work behind the scenes to influence the stakeholders to make certain decisions or take certain actions.

 

Best Practice: Create a Stakeholder Map listing each of the key players and their roles and relationships.

 

Step 2: Identify Interests

 

Each of the key players identified in step 1 will have their own interests that need to be understood. It is your job to build relationships with the key players in order to understand their true motivations. This will require some time and networking skills to talk to those close to key stakeholders to understand their perspectives.

 

Best Practice: create a table listing all the key players and their interests as they become clear to you.

 

Step 3: Understanding Authority and Power

 

Understanding who has authority (those empowered by the organization to make decisions) and who has power (those who have the ability to influence those in authority to make decisions) among the key players will help you understand how influence flows in an organization, how decisions are made, and how resources get allocated.

 

Best Practice: creating a power and authority map of who has access to the ears of key managers can help you better understand how power and authority flow in your organization.

 

Check back next week for Terry’s final two steps!

Happy Friday!

Happy Friday

 

We made it through another week!

It’s the first Friday of March…. we’ve almost made it to the end of Q1.

What goals or projects have you already finished?

Where do you need to pick up the pace?

Celebrate your accomplishments this week and keep rockin’ it out!