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3.86 AVERAGE
3.86 AVERAGE
Felt like propaganda written by my management to give them the benefit of the doubt.
informative
medium-paced
A crisp guide to grappling with office politics. Although it's evident that one should not indulge in subterfuge and underhand tactics to gain an "upper hand" over others, this book incisively mentions a step-by-step approach to dealing with practically any difficult workplace situation.
Its divided into 4 sections:
1. Political Challenges with your boss
2. Political Challenges with your colleagues
3. Political Challenges with your organization
4. Build your skills
Key points:
1. “It’s easy to use politics as an excuse for a lack of achievement
or an outlet for your frustration. But it’s a lot more effective to use politics
as a way to get things done.”
2. Question your reaction, try to remove yourself from the equation, Accept that not all conflict is bad, keep cool
3. Don’t try to be the boss’ pet, be everyone’s pet!
A. Section 1 – challenges with your boss
1. Boss who holds you back
a. Think about what you share with your boss rather
than what divides you: If you have only “transactional” conversations,
Pryce-Jones says, you’re unlikely to warm to each other. But looking for
personal similarities will make it easier for you to connect professionally.
Did you grow up in the same area? Do you admire the same people?
Finding common ground will help you interpret events and
interactions more positively.
Tap his former direct reports – ask them for insights
Network with his peers – fortify a relationship with them
Confront him -
Approach your boss in the most constructive way possible. Let him
know that you’re on his side. Say you want to find better ways to support
him. No good will come of sulking with your arms folded or ranting about
how unappreciated you are. Even if that’s true, your boss won’t respond
calmly to that—he’ll get defensive.
2. The boss who pits you against your colleagues
Make a pact - Rather than engage in passive-aggressive games, Heath decided to
have a straightforward discussion with him about how they could work
together on a level field. “It was a tough conversation,” she recalls,
“because we were held accountable for different things.”
What if your colleague is playing dirty—by
one-upping you in meetings, for example, or leaving you out of the loop so
that you’ll look clueless? Describe exactly what you see him doing, and
ask him to stop. You may not feel comfortable confronting him, but work
up the courage to do it.
Manage up -Tell your boss how you feel about the situation, but be diplomatic and
constructive.
3. Control freak boss –
Tell your boss you want him to feel he can count on you
and your work. Frequently report to him on your progress—before he can
even think to check up on you. And use language that signals active
listening. Tubbs recalls one young man who said “Consider it done” at the
end of every meeting with his boss. Another young woman said
“Understood” to show that she was engaged and on board. This isn’t about
simply placating your boss, notes Tubbs. You have to earn his trust by
performing well.
Scrutinize yourself - If your boss doesn’t appear to have faith in your ability to do your job,
consider whether you’ve given him a reason to feel this way. Have you
missed important deadlines? Delivered presentations that fell flat?
4. Boss’ pet -
Build your own positive relationship with your boss instead of looking for
ways to dethrone the pet. That’s how you’ll get the resources and attention
you want without picking—and losing—a fight.
Comment on news stories and industry trends, share useful articles
recommended by members of your network, that kind of thing. This may
help your boss realize that you’ve made smart contacts and you’re in tune
with important ideas.
Shine your own light –
They don’t talk about their accomplishments in the first person. They say ‘the team did this’ instead of ‘I led the team doing this.’” Does this sound like you? .
5. Disaffected Boss problem
Speak up -You don’t want him to take offense or resent your
ambition and energy—so how do you gently encourage him to delegate to
you?
Fill in the gaps – showcase relevant skills
B. Section 2 – challenges with colleagues
1. Hypercompetitive peer problem
Address the root – talk to superiors, frame the situation, tell them its not healthy for the company as a whole
Talk to him – be specific
And privately, here’s how you might put her on notice: “Barb, it’s
hard for me to see how calling my work irrelevant would ever serve the
team or even you. If anything, it makes you look bad. What was that all
about?” She might surprise you with a contrite response—or she might
refuse to acknowledge her behavior. Either way, you’ve established that
you’re not an easy target and that attacking you probably isn’t worth her
effort.
Charm and disarm – ask for inputs
Advocate for yourself – don’t assume your work will speak for you
2. The bully problem
Gut-check your feelings with a work friend, or discreetly ask a trusted
colleague to sit in on a meeting where the problem usually arises. A
neutral perspective may help you see that the bully is not out to get you.
Perhaps he’s insecure in a new role and overcompensating, for instance, or
he lacks the emotional intelligence to see how cutting his words and
actions are. If he doesn’t realize how he’s coming across, you can pull him
aside and ask him if everything is OK. “You seemed angry about that
report. Is there something we should talk about?”
offer an olive branch – maybe I should have approached your before taking it to the board
Confront - Stick with the facts. Don’t
attack him, as in “You always do such and such . . .” Instead, be specific
and neutral, Clark advises. Say something like, “In today’s meeting, you
were muttering to yourself when we went over the process proposal. I
wanted to discuss it because the same thing happened at last week’s
meeting, and I’m concerned about the way we’re interacting. Can we talk
about how we’re working together so that we can both be more effective?”
Be direct, but give him the opportunity to express his point of view
3. Clique problem
Work with existing clique
“You can say to your boss or colleagues, ‘I know I’m not on that assignment, but could I sit in on a status meeting to learn more about it?’” And once you’re in the room, offer to pitch in. Raise your hand for any role to start with, says Ashkenas: “Be willing to do some scut work to prove yourself.”
4. Credit stealer
Stop it before it starts – plan, chalk out responsibilities
Clear the air - If you’re not able to preempt the credit stealer, have a candid conversation
with her. Give specific examples. For instance: “Sophia, when you
presented our report, I was a little surprised when you said, ‘I stayed up all
night . . .’ because we both did. Can we talk about why you said that?”
Many times just pointing out the behavior will put an end to it, says
communication and branding expert Dorie Clark. Your colleague may
immediately apologize and say, “I didn’t realize it came across that way.”
Or she may simply deny the charge: “That’s ridiculous—I did almost
all the work on this project myself.” Don’t accept that answer. Push back.
Showing her that you won’t quietly step aside makes it harder for her to
gloss over your efforts next time.
Go to your boss – but, keep the tone neutral
What if your boss is the credit stealer? Even though your boss doesn’t give you a nod for every
accomplishment, your overall impact may not be lost on her. Does she
have a track record of eventually rewarding those who’ve paid their dues?
If so, it’s probably worth being patient. If not, you may need to have a
chat.
5. Disgruntled former peer
You can end the conversation with a
statement such as “It’s not appropriate for me to say right now.” If you
dismiss the question quickly but firmly, he will probably stop asking. If he
persists, be direct: “You know I can’t share confidential management
information with you. Please don’t keep asking me. I promise I’ll fill you
in when the time is right.”
C. Section 3 – challenges with your organization
Office outing problem
Always attend, connect with people, DON’T check your inhibitions out the door
Layoff problem - When forces beyond your control threaten to reshape your organization,
don’t just passively await your fate. Create a survival strategy. You’ll have
a far better chance of sticking around and maybe even improving your
position. This isn’t about playing games or backstabbing others—it’s about
managing how decision makers perceive you and the value you bring.
Also, tweet about industry trends you’re noticing, smart articles you’re reading— anything to show your contacts that you’re still engaged in your work.
D. Section 4 – build your skills
Conflict – don’t make it personal, conflicts take place due to 3 reasons – different perceptions, different agendas, personality styles
Its divided into 4 sections:
1. Political Challenges with your boss
2. Political Challenges with your colleagues
3. Political Challenges with your organization
4. Build your skills
Key points:
1. “It’s easy to use politics as an excuse for a lack of achievement
or an outlet for your frustration. But it’s a lot more effective to use politics
as a way to get things done.”
2. Question your reaction, try to remove yourself from the equation, Accept that not all conflict is bad, keep cool
3. Don’t try to be the boss’ pet, be everyone’s pet!
A. Section 1 – challenges with your boss
1. Boss who holds you back
a. Think about what you share with your boss rather
than what divides you: If you have only “transactional” conversations,
Pryce-Jones says, you’re unlikely to warm to each other. But looking for
personal similarities will make it easier for you to connect professionally.
Did you grow up in the same area? Do you admire the same people?
Finding common ground will help you interpret events and
interactions more positively.
Tap his former direct reports – ask them for insights
Network with his peers – fortify a relationship with them
Confront him -
Approach your boss in the most constructive way possible. Let him
know that you’re on his side. Say you want to find better ways to support
him. No good will come of sulking with your arms folded or ranting about
how unappreciated you are. Even if that’s true, your boss won’t respond
calmly to that—he’ll get defensive.
2. The boss who pits you against your colleagues
Make a pact - Rather than engage in passive-aggressive games, Heath decided to
have a straightforward discussion with him about how they could work
together on a level field. “It was a tough conversation,” she recalls,
“because we were held accountable for different things.”
What if your colleague is playing dirty—by
one-upping you in meetings, for example, or leaving you out of the loop so
that you’ll look clueless? Describe exactly what you see him doing, and
ask him to stop. You may not feel comfortable confronting him, but work
up the courage to do it.
Manage up -Tell your boss how you feel about the situation, but be diplomatic and
constructive.
3. Control freak boss –
Tell your boss you want him to feel he can count on you
and your work. Frequently report to him on your progress—before he can
even think to check up on you. And use language that signals active
listening. Tubbs recalls one young man who said “Consider it done” at the
end of every meeting with his boss. Another young woman said
“Understood” to show that she was engaged and on board. This isn’t about
simply placating your boss, notes Tubbs. You have to earn his trust by
performing well.
Scrutinize yourself - If your boss doesn’t appear to have faith in your ability to do your job,
consider whether you’ve given him a reason to feel this way. Have you
missed important deadlines? Delivered presentations that fell flat?
4. Boss’ pet -
Build your own positive relationship with your boss instead of looking for
ways to dethrone the pet. That’s how you’ll get the resources and attention
you want without picking—and losing—a fight.
Comment on news stories and industry trends, share useful articles
recommended by members of your network, that kind of thing. This may
help your boss realize that you’ve made smart contacts and you’re in tune
with important ideas.
Shine your own light –
They don’t talk about their accomplishments in the first person. They say ‘the team did this’ instead of ‘I led the team doing this.’” Does this sound like you? .
5. Disaffected Boss problem
Speak up -You don’t want him to take offense or resent your
ambition and energy—so how do you gently encourage him to delegate to
you?
Fill in the gaps – showcase relevant skills
B. Section 2 – challenges with colleagues
1. Hypercompetitive peer problem
Address the root – talk to superiors, frame the situation, tell them its not healthy for the company as a whole
Talk to him – be specific
And privately, here’s how you might put her on notice: “Barb, it’s
hard for me to see how calling my work irrelevant would ever serve the
team or even you. If anything, it makes you look bad. What was that all
about?” She might surprise you with a contrite response—or she might
refuse to acknowledge her behavior. Either way, you’ve established that
you’re not an easy target and that attacking you probably isn’t worth her
effort.
Charm and disarm – ask for inputs
Advocate for yourself – don’t assume your work will speak for you
2. The bully problem
Gut-check your feelings with a work friend, or discreetly ask a trusted
colleague to sit in on a meeting where the problem usually arises. A
neutral perspective may help you see that the bully is not out to get you.
Perhaps he’s insecure in a new role and overcompensating, for instance, or
he lacks the emotional intelligence to see how cutting his words and
actions are. If he doesn’t realize how he’s coming across, you can pull him
aside and ask him if everything is OK. “You seemed angry about that
report. Is there something we should talk about?”
offer an olive branch – maybe I should have approached your before taking it to the board
Confront - Stick with the facts. Don’t
attack him, as in “You always do such and such . . .” Instead, be specific
and neutral, Clark advises. Say something like, “In today’s meeting, you
were muttering to yourself when we went over the process proposal. I
wanted to discuss it because the same thing happened at last week’s
meeting, and I’m concerned about the way we’re interacting. Can we talk
about how we’re working together so that we can both be more effective?”
Be direct, but give him the opportunity to express his point of view
3. Clique problem
Work with existing clique
“You can say to your boss or colleagues, ‘I know I’m not on that assignment, but could I sit in on a status meeting to learn more about it?’” And once you’re in the room, offer to pitch in. Raise your hand for any role to start with, says Ashkenas: “Be willing to do some scut work to prove yourself.”
4. Credit stealer
Stop it before it starts – plan, chalk out responsibilities
Clear the air - If you’re not able to preempt the credit stealer, have a candid conversation
with her. Give specific examples. For instance: “Sophia, when you
presented our report, I was a little surprised when you said, ‘I stayed up all
night . . .’ because we both did. Can we talk about why you said that?”
Many times just pointing out the behavior will put an end to it, says
communication and branding expert Dorie Clark. Your colleague may
immediately apologize and say, “I didn’t realize it came across that way.”
Or she may simply deny the charge: “That’s ridiculous—I did almost
all the work on this project myself.” Don’t accept that answer. Push back.
Showing her that you won’t quietly step aside makes it harder for her to
gloss over your efforts next time.
Go to your boss – but, keep the tone neutral
What if your boss is the credit stealer? Even though your boss doesn’t give you a nod for every
accomplishment, your overall impact may not be lost on her. Does she
have a track record of eventually rewarding those who’ve paid their dues?
If so, it’s probably worth being patient. If not, you may need to have a
chat.
5. Disgruntled former peer
You can end the conversation with a
statement such as “It’s not appropriate for me to say right now.” If you
dismiss the question quickly but firmly, he will probably stop asking. If he
persists, be direct: “You know I can’t share confidential management
information with you. Please don’t keep asking me. I promise I’ll fill you
in when the time is right.”
C. Section 3 – challenges with your organization
Office outing problem
Always attend, connect with people, DON’T check your inhibitions out the door
Layoff problem - When forces beyond your control threaten to reshape your organization,
don’t just passively await your fate. Create a survival strategy. You’ll have
a far better chance of sticking around and maybe even improving your
position. This isn’t about playing games or backstabbing others—it’s about
managing how decision makers perceive you and the value you bring.
Also, tweet about industry trends you’re noticing, smart articles you’re reading— anything to show your contacts that you’re still engaged in your work.
D. Section 4 – build your skills
Conflict – don’t make it personal, conflicts take place due to 3 reasons – different perceptions, different agendas, personality styles
informative
medium-paced
I'm having a hard time on deciding if this book was extremely useful or a terrible loss of my time.
i hope I'll write a detailed review soon.
i hope I'll write a detailed review soon.