About
Introduction
People who fail come in all shapes and sizes. In my years in business, I’ve seen them all. Some rose through the ranks quickly, only to stall and drop for good like
punctured balloons. Some were geniuses who were perennially underappreciated and
under rewarded. But most were simply hard-working people with good ideas and
instincts–like you, perhaps–who got stuck in permanent ruts and never quite scrambled
out to enjoy the light of day.
I’ve also seen a handful of people who–regardless of education, intelligence,
manners, appearance or other obvious factors–have had the knack of rising steadily
through the ranks and the staying on top through both fat and lean times. They were
people who, either consciously or instinctively, knew the art of political survival.
Early in my career I began to watch people, and I can tell you with certainty
what makes them different: The ability to question and discard some, if not all, of the
rules that snare and finally drown the people they leave in their wake.
What’s Holding You Back?
There are hundreds of rules our society tells us to accept blindly and never
question. Rules so ingrained in most of us since childhood, we don’t even feel the
crippling limitations they impose on our daily life. Rules such as these:
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Good communication and cooperation gets more work done.
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There are two sides to every question. (Variant: Everybody’s entitled to an
opinion.)
Behave consistently if you want other people to respect you.
Always insist on getting credit for your ideas–and on giving it when it’s due.
To get people to do things for you, you first have to get them to like you.
The best way to deal with other people is to treat them as you would like to be
treated. (Did anybody ever ask you to treat them the way you like to be treated?
Sure it’s the golden rule, but nine times out of ten it’s just as bad for others as it
is for you–or worse.)
Nonconformity has no place in business–you have to fit in and be a team player.
Do these opinions sound like an inventory of the mental baggage you’ve been
lugging around? If so, good. We’ve got something to work with.
A Note on Morals
I do not condone immoral or amoral behavior. What I do advocate, however, is
getting things done by throwing out an overblown, overly polite, crippling world view
that keeps most of today’s executives tripping over themselves to avoid offending other
people. I advocate acting aggressively and effectively–something that, in the end,
benefits everyone.
Will you take a chance with me? If I can get you to toss out or just bend one or
two of the stale, outmoded, useless ideas I’m about to impart in the following pages, I
guarantee your career will change in ways you’ll hardly believe. If you’re ready, here
we go.
Your Political Roadmap
B efore you can apply the techniques explained in this book, you’ll need an organized,
clear picture of the lines of power that exist within your workplace.
Start with a sheet of ledger-sized paper and follow these instructions. When
done, you’ll have a directory of up to 40 people–enough to list all your contacts if you
work for a small firm. If you work for a larger company, select the people you’ll
include based on a roster of your department and allied departments. Include every-
one with whom you’ll be likely to interact on the job. (A company phone list is a great
tool for this purpose.)
Start with the highest-ranking people. Write their names in a row across the top
of the page. Make a circle about two inches in diameter around each name. Allowing
space for comments. Beneath the top-ranked people, write the names of the people
who report to them, and continue down the chart past your level so that there is enough
room for one or two ranks of names beneath you. Note: If you have to list more than 25
people, arrange the slips on the ledger, then copy the names onto the master sheet
when you have arranged them according to rank.
Your next step is to write one or two of your impressions and comments about
each person in his or her circle. Be sure in include information about the type of
relationship you have with each one, interests you share, and potential areas of conflict.
Next–and this is the crus of the matter–indicate all reporting relationships by drawing
lines between the circles using a blue pen (some of the lines will have to be curved).
Using a red pen, draw lines to indicate any personal or strong political alliances you have
perceived between people, which may or may not coincide with reporting lines.
One each line, write one or two facts about the reporting relationship. Use a
pencil so you can update information when necessary. Examples: John reports to Mary,
but only on budget; Sue is too completely dependent on Elaine, and can’;t make a
decision without consulting her.
Don’t leave this roadmap lying around–it is a valuable political tool. It allows
you to visualize instantly all the relationships and cross relationships that exist in your
workplace, putting you at an instant advantage over people who try to carry around all
this information in their head. It gives you a view of the areas where you can exert
influence on people . . often without talking to them directly. It can even help you
chart a path to your next promotion or analyze power factions within your support
staff.
Don’t fail to update your roadmap every two or three days. When you’re
dealing with a large number of individuals, you’ll be surprised how frequently new
situations evolve.
You’ll be amazed at the power edge this tool will give you. But, after all, that
why you’re reading this book.
Your Personal Power Inventory
T o solidify your position and win advancement in today’s competitive business
climate, you have to apply all the abilities and assets you have at your disposal.
Don’t fall into the following patterns that used to be politically effective, but that fall far
short of the mark today:
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Working harder and harder. Political advancement does require that you do an
excellent job to earn respect. But throwing hard work alone at the problem is not
enough.
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Relying on a limited support base. You could build a system made up of a
limited group of friends from your college, community, or elsewhere. But using
this approach exclusively is too limiting and cuts off more support than it
provides.
Trading favors. The old back scratching can win self-advancement. This
approach has its usefulness as an isolated technique, but relying on it exclusively
turns you intro a caricature of an oily schemer.
Your Keys to Power
When thinking politically today, you have to uncover the many tools you
possess that you’re not using, overcome any resistance you may have to activating
them, then apply them aggressively in a structured pattern of getting ahead.
Consider the assets you may not be using:
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Beliefs and interests. If you have strong political, moral, spiritual, or other
beliefs, don’t keep them a secret on the job. Hobbies, sports, and other interests
can also gain you an immediate set of connections.
Heritage. While discriminating against people makes you an anachronistic legal
liability, don’t be reluctant to take advantage of your cultural, religious, racial, or
national background when selecting a firm to work for or when building
alliances.
Education and schooling. Look for well-placed alumni of your alma mater.
Review what you studied to be sure you are not neglecting skills ort interests
that could help you rise on the job.
Appearance. An average appearance shouldn’t slow you down in business–but
if you’re better than average looking, you already stand apart from the crowd.
Don’t rely on good looks exclusively, but count them as an asset that can help
you look the part for a leadership role.
Linguistic ability. If you grew up speaking a second language or acquired
proficiency through study, you have a valuable tool. Use it to build ties to others
who speak the same language, and look for opportunities to help your business
move into foreign markets or establish ties abroad.
Community. Do you live in the same community as colleagues or members of
upper management? Sharing a commute–or some talk about town politics and
other community concerns–can strengthen a valuable alliance.
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Home. If you can use your home to host power parties, why not?
Family. Don’t be reluctant to call upon your relatives for advice or help. And
sharing talk with colleagues about children’s schooling and other family matters
can establish a comfortable common ground with fellow workers. If your
spouse can offer advice to your colleagues on various concerns such as real
estate, investments, etc., don’t be shy about taking advantage of it.
Possessions. Do you collect paintings, cars, or stamps? Don’t hesitate to make
these interests known at work–you may find a network of other people who
share you interests.
Personality. You can build an alliance based on this elusive factor. Do you have
a keen sense of humor? Are you a hard-boiled skeptic or grump? There traits
can work for you. Look for people who share your outlook and stop by to laugh
about some recent event, or exchange grumpy thoughts.
Style. Are you a sophisticate, a jock, a chic dresser, a tweedy rumpled type, or
something else? You may have to make some stylistic modifications to survive
in certain businesses, but look for colleagues who share your approach–you’ll
experience a higher level of comfort and better communication with them.
Your Executive Style
I n order to advance, you’ll need to be taken seriously. Curiously, the most successful
people I have known have rarely shared an awful lot of traits, either physical or
intellectual, or attitudinal. What, then, is the style that draws leaders upward toward
the board room, and how can you acquire it?
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Individuality. Don’t try to anticipate what other people might like–simply
espouse enthusiastically what you do. While sharing pursuits with others is
important, having an involved, enthusiastic life is what will make you attractive
to others–not whether they share all your interests and pursuits.
In an effort to cultivate corporate style, many young managers try to emulate the
attitudes, interests, and outlooks of all their colleagues. They try to fit in, and finally do
just that–right into pigeonhole-sized niches they built for themselves. My view: Trying
to conform to corporate culture is a mistake–if your business is inhospitable to your
style and way of thinking, trying to conform will only make you a fish out of water.
You’re in the wrong business.
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Standards. Carefully define what your business and personal principles really
are–then stick by them staunchly, no matter how difficult the circumstances.
Example: If you are fully committed to the profitability of your department and
it’s time to let some workers go, fire those who are least capable–regardless of
your personal feelings. Central issue: Do you want to make friends or earn
respect?
Focus. The ability to concentrate completely on a task and get it done is central
to gaining advancement. And unlike intelligence, this ability can be developed.
Focus is also the most important part of what is often called “executive pres-
ence.” To see it in action, observe the person of power in a meeting. While
others are veering off toward other issues, this person will not be dissuaded
from his or her goals.
Appropriateness. Treat serious issues with a serious attitude. While telling a
few jokes to blow off steam may break the tension of difficult situations, it will
make you appear uncommitted.
Sobriety. Nothing will undermine your credibility more quickly than having a
few drinks at lunch and returning to the workplace smelling of alcohol. Even
worse: drinking and acting out of character at a holiday party or picnic. What
you do at home is your affair–but what you do at work is your business. By the
same token, inappropriate romantic or sexual liaisons will push you right off the
corporate ladder (see Sexual Come-Ons in the Office).
How to Tell What a Person Can Do For You:
A Tale of Two Executives
T he most common mistake people make in deciding which contacts are the most
worthwhile is jumping to conclusions–failing to allow enough time to develop a full
picture of a contact’s strengths and connections. Here’s an example:
About 10 years ago, a firm I was working for hired two young marketing
executives whose duties, in part, included assuming the workload of an older, semi-
retired man. One of the young executives immediately dismissed the older man as a
has-been and started to propose all sorts of new programs and projects. The other
young executive realized that the outgoing man was a virtual gold mine of information
and political connections and started using him to establish a broad network of client
contacts. Today, the smarter young man is situated near the top of the company’s
structure. The other guy is right where he started–probably still making dumb snap
judgements that block his path to success.
So, if you’re wise (and you must be if you’re reading this book), pay attention to
the following points when deciding which contacts to cultivate and how to use them:
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Do your homework. As noted above, the worst mistake is jumping to a prema-
ture judgement based on appearance or prejudice. Learn everything you can
about a contact’s history, both before joining the company and after. If appropri-
ate, simply ask the person about his or her history, activities, and ideas.
If you’re trying to learn about someone who is inaccessible because he or she
outranks you, your only means of gaining a picture of his or her influence is to ask
everyone you can about what the subject of your inquiry did in the past, and about his
or her major accomplishments. Ask about your subject’s management style, and about
the types pf subordinates he or she prefers to work with. Don’t forget to ask, too, about
education, interests, personal life, etc.
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Confirm your findings. In a casual way, confirm your findings with other
people. One technique: Say to another colleague: “We’re really lucky to have
Chris here, after she spearheaded the development of that successful line at
Plum Software.” Watch and listen carefully to gauge your confirming contact’s
reaction.
Hone your observations. Using the roadmap created before, begin to develop a
picture of the person’s responsibilities, reporting lines, and activities. As you
gather information, enter it into your roadmap. Note projects or programs the
person is currently overseeing, or has headed up in the past.
Go outside the firm. If my hunches are right, the smarter young executive in
the example above made some calls and learned that the older man’s expertise
was highly respected in the field. Fact: By going outside your firm, you’ll nearly
always learn things that you can’t learn within. For example, if your subject
brought an extraordinary amount of success to his or her former employer–a
success that your firm has never been able to match–odds are that someone
outside your firm will provide more detail about it than a co-worker will.
Consider the person’s status and age. No matter how much a young, fast-
moving manager may know, odds are that he or she won’t share the information
freely with you. The same may be true for middle-ager. It is a truism–but often
true nonetheless–that older managers are the most likely to be forthcoming with
help, ideas, and political assistance for people with the meat of their career still
ahead of them. You can cultivate the support of younger managers, but it will
usually take more time to achieve the same advantageous position that comes
more easily with many older colleagues.
Political Mistakes from Which
You Will Never Recover
N ow that you’re on your way toward building a bullet-proof political network, it’s
time to give you a list of things you shouldnever do. An unfortunate byproduct of
political structures is that they will network against you as well as for you if word gets
out that you’ve made a blunder.
Be especially careful of the following political gaffes:
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Bad timing. Before asking someone for help, consider whether your relation-
ship is ready to bear the weight of what you are requesting. Example: If you
haven’t progressed beyond establishing that you and your contact share an
interest in travel, it’s too soon to ask for help in winning a new sales territory.
Toe Stepping. Before you look to people for support, consider the positions
they occupy. Example: If a new territory or set of responsibilities is up for grabs,
asking the head of another department for help in winning them may be a
serious misplay if he or she is considering making a play for them also. Excep-
tion: If your alliance with them is exceptionally strong and well maintained,
asking for support can result in their dropping out of the competition, sometimes
without resentment. Alternatively, it may open up discussion of a mutually
beneficial approach to the problem.
Relying on foundations alliances. If you’re friendly and cordial with another
manager, that’s not enough to enable you to rely on him or her for strong
support. Be sure that there is a variety of other supporting factors–and a history
of cooperation–to add a foundation to your relationship.
Overusing an alliance. The more valuable an alliance, the less often you should
use it fro help with big projects. (Note: A strong ally will be working silently for
your interests in many small ways without your knowing it every day.) If you
walk into a highly placed colleague’s office too often to ask for a big favor, the
quality of your connection will erode quickly. Analogy: Think of an alliance as a
rechargeable battery–after using it, you have to energize it before tapping into it
again. After getting a favor, return a favor in a big way, or do some high-level
stroking to keep the alliance running strong.
Posturing. When trying to win support or influence someone, it is very dangerous
to infer that your project should be supported because you are strongly con-
nected to someone at the top. First, the inference is a threat. Second, if the top
person turns out to be a less-than-staunch supporter in this instance, you’re
going to lose face with everyone. Third, everyone will know that you are
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strongly connected to the bigwig anyway, and will weight that information in
deciding whether or not to support you. Blowing your own horn only makes
you a blowhard.
Letting alliances lapse. If the very person who can help you is someone with
whom you used to enjoy close political ties–but you’ve been neglecting him or
her lately–it’s a serious blunder to count on picking up your former close
relationship where it left off. It is also a serious misplay to start currying favor
suddenly by taking the person out to lunch, calling him or her up to chat, etc.,
before making a pitch for support. Best: Maintain close ties to your colleagues,
letting none of them lapse. Next best: Come clean. Tell the person that you are
aware you haven’t been in close touch lately, but that you have good memories
of the projects you’ve shared in the past, and that you are calling to ask for
support. Strengthen this approach with an immediate offer of support for one of
your contact’s current concerns.
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The Influence Game
How to Tell How Much Clout
an Opponent Really Has
A ll of us have gotten into neck-and-neck races with another department head or
executive. It can be as elemental as a two-person fight for one promotion slot, or as
complicated as a political struggle to increase staffing during crunch times.
In direct competition, you are comparing yourself to your adversary: your work
records, lengths of employment, a lot of things. But beyond all these variables–and the
sum total of them all–is the elusive factor known as clout.
Roughly defined, it is the degree of acceptance that upper management has
accorded to you–versus other people–based on your past efforts, personality, and
political strength. No two employees have the same clout. It’s one of the most impor-
tant factors in determining who will succeed in a life-or-death struggle.
Clout vs. Posturing
An insecure opponent will usually resort to posturing: alluding to connections,
dropping names, and bragging about how much he or she has contributed to the firm
in the past. Alternatively, a close political ally of your opponent may drop by to
convey this information to you indirectly.
If your adversary throws up this smoke cloud, don’t be discouraged. He or she
may actually be in a position of power. You won’t know until you confirm the follow-
ing information. Don’t be intimidated prematurely or you may lose the fight.
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Activity. Is this person still on the same committees that he or she served on two
or three years ago?
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Connections. What personnel changes have occurred above the person? Did he or
she lose an umbrella of support when a close supervisor left?
Staff. How many people does this person supervise? Has this number gone up
or down over the last year? Over the last two years? Why did the people leave?
Positioning. Where is your company heading? Considering current company
policy and plans, compare the role of your department to that of your adversary.
For example, a head of marketing may have an advantage over a head of sales in
a firm that is moving away from field sales and into direct marketing promo-
tions.
Personality. If you find your opponent unpleasant, odds are that upper manage-
ment does too. Unless they need an ogre to do the job, you are probably at an
advantage.
Fighting Intimidation:
How to Spot Deceitful People
I t’s great to solidify your power and build your political network. The downside is
that you are going to become the target of carping from envious–and often mali-
cious–people who will try to intimidate you, bruise your self-image, and make you feel
your growing power is of no significance.
Your best strategy–the only one, really, if you’re going to win–is to study power
plays with objectivity and learn as much as you can. The wonderful truth is that they
offer you the chance to learn a tremendous amount about your enemies and oppo-
nents–far more than you could if they were silently dreaming up plots against you.
They’re making the mistakes, and you’re reaping the benefits.
Here are the most common types of detractors, and what you can do about them:
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Self-aggrandizers. These opponents routinely exaggerate accomplishments or
political clout. When the company president says good morning to them in the
hall, they come by to tell you they just had a policy meeting. Key: Over a period
of time, look objectively for discrepancies between what a person says and what
you see is happening. Perennial self-aggrandizers are generally not taken
seriously by anyone. Unless there are some mitigating factors (the posturer is
the president’s nephew, for example), you need not take them too seriously
either.
Insinuators. They engage in Iago-like intrigue. Example: Your opponent stops
by to tell you that the controller had to rewrite your quarterly earnings report
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because it was disorganized. A real snake may even infer that he or she is on
your side and offer to help you complete projects to avoid further trouble.
Defense: Confirm any reports directly with all those concerned. Insinuators are
dangerous because they’ll take their intrigue on to other people after they have
failed with you–they are also often highly magnetic people who gain credibility
with other people for awhile. Your best defense is to wait until this type of
person plays the same card too often and is exposed for what he or she is.
Mistake: Warning another employee that the insinuator is a chronic liar can drag
you into a morass of charges and countercharges.
Sleight-of-hand artists. This type tries to throw you off by providing some
spurious information. Example: Just before a meeting, he or she will tell you:
“That idea of yours will never get approved–the vice-president proposed the
same thing last year and it got shot down.” Defense: It’s hard not to fooled once
or twice by this type–especially if he or she is clever–but make sure you’re not
fooled from then on.
Strategists. When you’re cooperating on a project with this type, he or she says
there’s no pressure and starts off at a sluggish pace. When you follow the lead
and start slowly, he or she secretly catapults forward, finishes far ahead of you,
then turns in his or her work early to make you look like a snail. Defense: Do
your work at your own pace, and don’t be intimidated. Just because the strate-
gist thinks he or she is earning points with upper management by these antics
doesn’t mean it is the case.
Bullies. People who try to bulldoze or intimidate you are hard to analyze. Your
best defense is to assess their clout objectively, and firmly stand your ground
despite all attempts to sway you.
Gaining an Advantage
The bottom line is that you must understand what motivates these forms of
aggression–and formulate appropriate defense strategies. It is almost never productive
to retaliate in kind. You’ll gain more by understanding the behavior, anticipating its
repeated use, and turning that knowledge to your advantage.
Times When It is Necessary
to Use Your Clout
T he greatest enemy you can have in the workplace is a false sense of comfort. It
makes you numb to warning signs that some setback is being planned for you, and
also blinds you to potential opportunities for future advancement. You’re at most
risk–and most in need of political support–at the following times:
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The risky project. Lending your support to a new project can advance your
position, or deal you a real setback if the project bombs. Be selective about the
projects you back. It’s better to be remembered for three remarkable successes
than for four remarkable successes and one o=r two failures.
Reduced responsibilities. If your company changes direction and your respon-
sibilities change, find out fast what your new role will be. Fact: A temporary
cutback in responsibilities usually tuns into a permanent downturn in your
firm’s need for you.
Increased responsibilities. Taking on an additional work load or department
can be a boon for your career, but make sure the job is manageable and that the
work suits your abilities. Find out as much as you can about who did the job
before, why he or she is not doing it any longer, and what the company goals are
for the new department or projects. Key: Avoid mismatches. If the new duties
are allied to what you’re already doing, odds are that you’ll be able to handle
them. But if management is dumping something on you just because you’re
perceived as capable, watch out. Example: A sales manager I knew was asked to
assume responsibility for customer fulfillment. Even though fulfillment was a
small department in the firm, the job was so different from his sales duties that
he had to continuously shift mental gears. Worst of all, the physical layout
required that hr have two separate offices on different floors. He spent half his
time returning phone calls he had missed.
You’re catapulted up. Management loves you and wants to offer you a crack at
real responsibility and accountability. Variation: A very risky, high-visibility
project. Opportunity has knocked, but be sure that your skills and contacts will
support you. You don’t want to be a victim of a “Let’s see if young McCarthy
can handle this” experiment.
You’re making a fortune. You’ve moved ahead, have been in the same job for a
number of years, and there are other executives eager to do your job for half the
money you’re making. Unless your political connections are rock solid–and
almost nobody’s are–your best plan is to move either up or out before you’ve
spent more than two or three years on your lofty perch.
A change of location. Before you take a job in a branch office, make sure that
it’s not a trip to nowhere. Example: I know a man who, two years before retire-
ment, was offered a job to direct the Canadian division of an American-based
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firm. He called some contacts outside the firm and learned of a strong rumor
that the division was about to be closed. He refused the post, and the division
did close within the year.
You’re stalling. You’re not at the top, but your upward progress has stopped.
Warning signs: You’re not included in meetings or invited to join newly formed
committees. Your staff is being reduced. You’re getting positive feedback on job
reviews, but no promotions. If you’re being glad-handed, odds are that a knife
is being sharpened for your back. It’s time for some fence mending. You may
even have to leave if you’re allowed your support network to erode.
You’ve got a new boss. To avoid landing back at the starting line, learn as much
as you can about the new person. Early on, try to find some common political
ground with the new supervisor and make an assessment of his or her manage-
rial style.
The Story of Mr. O–
The Incredible Power of Opinion
O f all the commonly held, stale misconceptions in our society, one of the most
damaging is the idea that there are two valid sides to every issue. We’re all
supposed to believe that other people’s views are just as valid as ours, and that they
deserve equal consideration.
This hidden rule impedes progress. How many times have you been in a
meeting that generated no ideas because everyone was trying to be open to everyone
else or–at best–proposing lukewarm solutions to avoid offending anyone?
Enter Mr. O
One of the most remarkable and effective executives I’ve had the opportunity to
observe at close working range owed much of his success to breaking this rule. For our
purposes here, let’s call him Mr. O. Having started as head of a branch office, he had
been promoted to director of operations for an electronics company in just a few short
years. When I collaborated with him, Mr. O had remained on top for nearly a decade,
solidifying his position at the same time as he guided his growing company to a
position of prominence in its field.
Mr. O was not a visionary genius. He was hardly ever armed with some
polished, fully formed idea. But what he did have–every single time–was an opinion.
In fact, the ability to be opinionated was really the only thing that set him aside
from his colleagues. He would stride into a meeting armed with some idea of plan he
believed was irrefutably brilliant, and everyone present would be forced to either react
positively, or propose–and defend–another approach to the problem.
Plans were made, and projects completed effectively, simply because Mr. O’s
opinions acted like a fulcrum for other people to use in their thinking and work. I
observed that ideas from almost everyone on the staff were being implemented–not just
the ones from this man. Yet he was the reason for the firm’;s progress. And it was he
who got the credit, a salary well into six figures, and his picture in glossy business
magazines.
How to Double Your Chances of
Getting Others to See Things Your Way–
A Checklist for Negotiators
T he more you want something you’re about to negotiate for, the more you’re likely to
weaken your chances by over preparing and over documenting you case.
You’re far more likely to win if you make smart preparations rather than hard
preparations. Review the following checklist:
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Keep things simple. Distill your ideas into a few sentences, and keep support-
ing paperwork minimal for the negotiating session itself.
Structure your presentation. Reveal your biggest idea immediately, without
preambles. Example: Don’t say “I have a proposal so far-reaching I predict it will
make $2 million this year alone.” Just present your idea clearly and let predic-
tions follow. If your first points are well received, go on to make your second
and third points–but resist the temptation to keep throwing in lesser and lesser
points–they only weaken your stance.
Anticipate objections. Be sure to do your homework on how management is
likely to react to your proposal. Research how is has treated similar proposals in
the past, and anticipate objections your opponents are likely to make.
Build in some sacrifices. To protect the meat of your proposal–the things you
really don’t want to see cut out–add a few chips you’re willing to give up. You
can then bargain them away and end up with the parts that mean the most to
you.
Don’t try to score all the points. Your position will actually be strength-
ened–and cooperation much more likely–if you accede to some ideas from
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people who are critiquing your presentation.
Meet resistance flexibly. When you care a great deal about a project, you may
tend to overreact when anybody raises questions. Best: Treat objections with
humor, and try to foster an atmosphere of cooperation–it implies that your
project is already underway. If negotiations stall completely, try to ascertain
what aspect of your aspect of your proposal is really bothering the other side.
Don’t become argumentative, but try to read between the lines of what is being
said. As a last resort, consider throwing one of your sacrifice chips away to get
things moving.
Don’t give away the store. Accept a certain number of modifications to your
plan or idea, but don’t let it get converted into another person’s project that
you’re now expected to supervise. If you see this happening, offer to withdraw
the entire proposal for further development.
Rise above politics. It’s funny advice to be giving in this book, but try not to
consider whom your opponents are when you’re actually making a presenta-
tion–even if they are right the in the room. The more important your proposal,
the more vital it is to appear to have the interests of the entire company at
heart–especially when top management is in attendance. Don’t betray any
aggressive feelings toward your opponents or act condescending toward
them–even if you think they are stupid, and even if they are.
How to Take Intelligent Risks That
Lead You Upward
Y our career will never get anywhere unless you are willing to stick your neck out
periodically and try something truly risky. This shows that you have vision and
courage.
But being the driving force behind a number of unsuccessful projects won’t win
you any points with anyone, and can quickly deflate your self-esteem. Before taking on
the risk, assess the dangers:
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•
What are the worst–and best–things that can happen? Example: If the worst
thing that can happen is that you’ll irritate your staff, and the best thing is that
you’ll contribute significantly to the bottom line, the risk is worthwhile.
Do I have the total support of the people I need? Look at your political
roadmap and consider whom you will need to support you. If necessary,
reinforce your critical political alliances.
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•
Is it fun? If you can convince yourself, your staff, and your superiors that the
task is challenging and fun, you’re far more likely to gain needed support. Ploy:
Frame the undertaking in an appealing way to gain support–similar to Tom
Sawyer whitewashing Aunt Polly’s fence.
What are the implications for my career path? If you undertake a risky assign-
ment and succeed, you become strongly associated with what you have done–a
tie that will exert a force on what people ask you to do in the future. Consider
the implications before acting.
What are the theatrical possibilities? Don’t take on risk silently. Consider
ways to frame it in such a way that it builds your visibility and reputation.
The Solitary Risk
When the time comes to take on something risky all alone–going to the president
to complain about your supervisor or to ask for a chance to lead a new division–you are
in a sacrificial situation: You’re ready to take on great risk on the chance that you’ll win
out. Follow these steps:
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Understand and minimize the risk. Have a concrete plan for what you’ll do if
you lose. Example: If your complaints about your boss fall on deaf ears, your
only recourse may be to leave the firm. Check your financial resources and
chances for employment elsewhere. Ask: Am I really desperate enough to take
these risks now, or should I wait until I am in a stronger position?
Analyze the outcome if you succeed. Are you ready to deal with what you’ve
taken on? Trap: Romanticizing the joy of how wonderful it will be to advance
yourself rapidly by taking a big chance. It can be wonderful–but the wise risk
taker knows what he or she is getting into well before it’s a done deal.
Prepare. Don’t just reinforce your key political connections two or three days
before you make your move. If you’re playing with this degree of risk, you had
better keep your fences mended–and reinforced–at all times.
to be continued....
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