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As an executive coach, clients often ask me how they can influence organizational decision-making more effectively without becoming a 'back-stabber' or an 'ass-kisser'. There is a fine line between demonstrating organizational savvy and playing the 'dirty game' of office politics. The key difference lies in two words: motive, and method. This article gives you nine strategies to help you become more of an expert in the fine art of influence, while staying true to the highest standards of professional ethics and values.
First, the Black Art
We have all seen the Black Art of Influence in action: bosses who suck up and kick down; take credit for the work of others; or leave a wake of burned out staff behind them in their rise to the top. We know colleagues who always seem to have the ear of the boss and create confusion by sowing doubts about others. Or we have experienced subordinates who regularly go over our head because of their 'specialized knowledge'.
In virtually every case, the motive is self-serving and the method is underhand. Influencing others becomes a Black Art when your objective is to turn everything to your advantage, to make yourself look good at other people's expense.
Sometimes people can convince themselves they need to use devious tactics because the cause is just. Methods can include providing misleading or inadequate information, taking advantage of absences to limit opposition, outright lying, withholding approval or obstructing progress. And the list goes on. People can fool themselves into believing that this behaviour is right, especially if they get away with it. But most know the end does not justify the means.
Now the Fine Art
The Center for Creative Leadership describes two key skills that are critical to the success of leaders: organizational agility and political savvy. In their book, FYI: A Guide for Development and Coaching, Michael W. Lombardo and Robert F. Eichinger describe organizational agility as:
"Knowledge about how organizations work; knowing how to get things done through formal channels and the informal network; understanding the origin and reasoning behind key policies, practices and procedures; and understanding the cultures of organizations" (p.235).
They describe political savvy as:
"[One who] can manoeuvre through political situations effectively and quietly; is sensitive to how people and organizations function; anticipates where the landmines are and plans … accordingly; views corporate politics as a necessary part of organizational life …; is a maze-bright person "(p.291).
Organizational agility and politically savvy are key traits to being effective in your job no matter what your level, but are especially critical the further you advance. You need to gain support for your ideas not just from those above you, but also from those below. You need support from your peers across the organization and even from those who are outside your organization.
Adding further complexity, most large organizations have both political and bureaucratic levels of decision-making. In government, the political level comprises elected officials and their political staff; the bureaucratic level is the civil service. In industry, the political level comprises Boards of Directors and major shareholders; the bureaucratic level is the CEO and employees. It is important to recognize this distinction because each level has different perspectives and preoccupations. If you want to get your ideas accepted, you need to consider both.
9 Steps to Increase Your Ability to Influence People
1. Identify key players and their roles.
Study the organization chart and outside stakeholders. Find out who the decision-makers and influencers are for your program or service and whom they rely on for advice. Look for people at your level who can help you understand the players and roles.
2. Learn to read the political landscape.
Organizations may appear simple on the surface, but it is important not to underestimate their complexity because the people involved have different personalities and agendas. Find out who is known for getting things done, who are the gatekeepers, who controls the flow of information and resources, who are the resisters and stoppers. Whose support do you need?
3. Read between the organizational lines.
You need to understand the context in which the organization operates. You may not be able to gain support for your idea, not because it is not good, but because budget restraint or other priorities are more important, especially at the political level. Find ways to link your program to these priorities.
4. Build relationships at all levels.
Cooperate and help others as often as you can, no matter their level in the organization. You never know when you will need someone to speak well of you or smooth the way. Do not hold grudges. They can limit you later.
5. Consult people, test ideas and build support before presenting.
Go to your toughest critics and get their views. Consult behind the scenes to resolve concerns and obtain support. If you encounter roadblocks, look for ways to address them. This way you can avoid vocal and powerful opposition which can put your project at risk. And be careful about false consultation. If people give their views, incorporate them as best you can. If you can not, explain why. No one likes to be ignored.
6. Brush up on your communication skills.
Pay attention to people's non-verbal signals, especially in meetings. Learn to observe other people's agendas and to listen for what is not being said. Watch your language and vary your approach depending on your audience. The more senior the audience, the more focused and concise you need to be.
7. Be generous with your peers.
Everyone competes for the boss's favour. They will see a victory for you as a loss for them. It is always wise not to exacerbate this normal competitiveness. Be open, share information, give credit, never blindside them in meetings, and keep your ego and self-promotion in check.
8. Always engage your boss.
Your boss is your greatest asset and ally. It does not matter if you like your boss or not. Understand the role your boss plays in the organization and help him or her achieve their work objectives. The boss will then be more inclined to support your ideas.
9. Stay patient and flexible.
It can take time to develop a quality proposal, follow the process and obtain support. You will need to be flexible. Your proposal may go through many versions to address everyone's issues. Timing can also be a critical factor. A good idea presented at the wrong time will not get the attention it deserves. You may need to stop once in a while to assess the landscape. Persistence is good. Being a bulldozer or a mosquito is not.
Every organization is different. Understanding its culture and how it operates can help you successfully navigate through normal resistance to gain support for your ideas and even improve on them. This, combined with an open, honest and well-considered approach, will soon enable you to master the fine art of influence.
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Source by Jane Hardy