We get to the bottom of common workplace dilemmas and how you can cope with them should they arise in future.
“Just because you don’t take an interest in politics doesn’t mean politics won’t take an interest in you.” So said Pericles, an ancient Greek statesman whose words apply every bit as much to today’s business world as they did the Golden Age of Athens.
But while organisational politics may be a fact of working life, nearly half of everywoman Network members (47%) are so reluctant to engage with the dilemmas that arise of everyday personality clashes, shifting priorities and workplace pressures that they simply keep their heads down and ignore what’s going on around them.
Such a stance, says webinar presenter Des Christofi (log in to listen back to Navigating the organisational landscape) is a symptom of low organisational savvy. She argues that managing the common dilemmas that frequently result of the modern workplace is integral to an individual’s success, having repercussions on visibility levels, relationships and, ultimately, career progression.
Whether you have yet to encounter some of these most common workplace quandaries or – like 84% of Network members – have experienced some or all of them, you will boost your organisational savvy no end by considering how you will cope should they arise in future.
1. When you’re caught in a conflict
Have you ever found yourself caught between two warring workplace parties? Perhaps you report into two bosses, both of whom think their priorities should come first. Or maybe your own direct reports cannot see eye-to-eye with regards their roles and responsibilities.
A common reaction might be to try to appease both parties, or to take sides, alienating one party in the process. A cleverer way to move beyond the situation and demonstrate your leadership capabilities in the process is to become the facilitator for solving the problem. The best way to hold the conversation is to have all opposing parties in the room at the same time; separate meetings can simply reinforce the issue. Summon up a big dose of courage and clarify where the tensions exist as calmly and diplomatically as possible, highlighting the personal impact it is having on your work, and your own proposed solutions. Demonstrate that you have spent time considering the issue from all angles, taking care not to side with one side more than another. If there’s a power imbalance between the directions you’re being pulled in (for example when you report into a team leader but have a dotted line into a director, or when one direct report has more experience or seniority than the other) you’ll need to find a way to show support for the ultimate decision maker in such a way that doesn’t isolate the other.
2. When someone takes credit for your work
It’s one of the biggest sources of workplace frustration and perhaps the most emotionally challenging dilemma to navigate: having someone steal your achievements. Whether it’s putting their name on your work, deliberately underestimating your value and contribution, or simply taking credit for your achievements – the act alone can leave you blindsided.
Anger is a natural response, but before you allow yourself to make assumptions about the behaviour – that someone is deliberately out to sabotage you or simply doesn’t value your input – make a conscious effort to examine the situation. What were the circumstances surrounding the episode? If this incident marked a pattern, what might be driving the behaviour? Or if it’s all the more alarming for its singularity, what changes might have contributed to it? Armed with this information, direct and clear communication is your best route forward, says Des Christofi. Remain calm as you give feedback about your expectations of being acknowledged for your work. This can be challenging if the ‘thief’ is a more senior person, but it’s still permissible to ask how you can be better recognised for your contribution next time round. Remember though that when it comes to increasing your exposure, you are your own best friend (view the companion webinar in this series: Managing your visibility and influence within your organisation.)
3. When someone wants your responsibilities
A direct report or someone else in your organisation has made it clear that they want your job. While their ambition might be admirable, you’re intending to occupy your position yourself for some time, and don’t appreciate the feeling that there’s someone clamouring to whip the chair out from behind you.
As tough as it might be, channel as much empathy as you can muster into your challenger. Get as deep inside their head as you possibly can to enable a better understanding of why they really want your job – is it because of the exposure it would gain them, the relationships it would give them access to, the greater responsibility? Once you understand the factors behind their goal you can work out a strategy to give them more of what they want – public recognition for certain tasks, new connections, more ownership of projects – in such a way that gives you the breathing space to get on with your own role. If necessary get your own line manager involved in the conversation so that you’ve a back up when it comes to outlining boundaries and parameters. Make sure that for every ambassador they have to upsell their potential, you’ve just as many singing your own praises.
4. When someone spreads rumours about you
Perhaps the most insidious political behaviour, malicious gossip or misinformation both have potential to damage your personal brand.
Knowledge is your weapon: gather as much information as possible about the individuals at the root of bad publicity. How widespread has the information travelled? Is the behaviour consistent or out of character? What evidence are they purporting to have? What might be their agenda?
Once the initial emotions have settled take a step back and challenge the reality in the rumour. At its heart is there a seed of truth from which you can extract useful feedback to make a behavioural change in yourself?
With as much of this as possible clear in your mind, you might informally speak to the person in question or their line manager, calling out the behaviour and the impact it’s having on you.
5. When you’re being held back
The career ladder is challenging enough to climb without the feeling that someone’s deliberately removed a rung in order to keep you where you are, or even force you backwards.
The best way to counteract a stall is to make your short and medium term aspirations known far and wide within your network of supporters and key decision makers. Often the feeling of being held back is a result of lack of awareness on the part of an opportunity-creator. Does your boss truly understand where you’re trying to get? Does their boss know where it is you want to take your career? Or are you assuming that your hard work is evidence enough of your desire for more?
If you’ve communicated your ambitions but still feel that amber lights are blighting your fast track, seek feedback – not just on your performance, but on your potential. Ask your boss where he or she sees you at set intervals in the future. Often this will give you a hint at their perceptions of your capabilities and you can formulate a plan of action accordingly.
Discover more strategies for increasing your visibility and influence in the everywoman workbook Navigating the organisational landscape, or listen back to the companion webinar in this series Managing your visibility and influence within your organisation.
