PRACTICAL
POLITICS
SURVIVE THE OFFICE
where do you stand on the topic
of office politics?
1 2 3 4 5 6
Politics is
caused by a
bunch of
scheming, self-
serving, scam
artists that
waste energy &
time.
We need none
...
1 2 3 4 5 6
Politics is
caused by a
bunch of
scheming, self-
serving, scam
artists that
waste energy &
time.
We need none
...
i’ve got 3 questions i’d like you to
consider
Q1: What bad experiences have you had
with office politics that create your
assumptions?
Q2: Is an office without politics...
now I’ve got 1 perspective I’d like
you to consider
politics is natural & unavoidable
because people will always have
different and legitimate beliefs,
issues, wants, needs, ...
those differences are created
biologically, environmentally, &
because of organizational
structure
so we’re all stuck with the
differences however much we
wish it were not so
there must be a process to
resolve conflicts that arise from
these natural and unavoidable
differences
that is what politics is
politics is neither good nor bad
however, how people implement
politics can be good or bad
and last but not least, politics exist
once there are two or more
people
so, don’t kid yourself,
entrepreneurs
start-ups have politics
so what do we mean by bad
politics?
• Lying
• Cheating
• Stealing
• Back Stabbing
• Ego Tripping
• Sucking Up
• Manipulating
• Self promotion
• General Ignora...
and what do we mean by good
politics?
• Fair distribution of resources
• The ability to invest in future firm returns, with
no immediate silo gains
• Protection...
and what do we get if we are good
at good politics
• Get your projects up the priority list
• Get resources or funding for your project &
team
• Clear project barriers
• Inf...
here are a few really useful
thoughts on the subject
“Politics has such a bad name that many
good people persuade themselves they
want nothing to do with it. The ethical and
s...
“There is no doubt power can be used for evil
purposes. Of course most medicines can kill if
taken wrongly, thousands die ...
“Of course leaders are preoccupied with
power! The significant questions are: What
means do they use to gain it? How do th...
and one slightly ironic one
“It is not enough for a leader to know the
right thing. He must be able to do the right
thing. Leaders without the judgmen...
so, how good are you at getting
shit done…
1 2 3 4 5 6
I’m totally
hopeless.
Unless I have
the authority to
beat someone
to death if they
don’t comply,
dependent
res...
what tools are in your ‘getting shit
done’ tool box?
TOOL DESCRIPTION PROBLEMS
Authority Formal power granted through
organizational structure
“Do it or you’re fired”
• Badly ...
Authority (or else)
Culture
(it’s right!)
Politics
(It’s in our interests)
Q: Are there dangers of
using each axis too
muc...
so with all that said, it is time to
propose the basic rule of ethical
politics
Be Political
accept that you need to be political
to get shit done
but, in the process, never advance
your own interests by harming the
business or by hurting other people
focus on building, protecting, and
using your power
not on undermining the power of
others
ok, so let’s assume that you agree
with me that you should be better at
politics
in that case, the next step is to
develop your Political Intelligence
and a plan to build and use your
power
ASPECT QUESTIONS TO ASK
Where Where does power come from in my firm
and how do I get it?
Who Who has power & how do I expa...
power comes from position
• Title & “vestiges” of power (think corner office)
• Authority to act within a specific scope
• Control of the allocation...
political wisdom sidebar
1.Seasoned players know how to
“create” resources to control!
2.Defend your positional power from...
take time to regularly update a
positional power audit
how strong is your positional
power?
How
strong am
I? (H/M/L)
Why am I
strong or
weak?
Power Plan (What can I
do to improve?)
Vestiges
Formal
authority
Control...
extra credit
who has positional power
around you? Why do they have
it?
power also comes from
relationships
Step 1: Identify coalition partners & assess
their relative power
•Get out there and meet people
•Ask people in the know
•...
Step 2: Create political capital
•Just do a really good job
•Build reciprocity by being helpful & creating
linkages. It’s ...
political wisdom sidebar
•Interdependence often arises from resource scarcity
•Opposition is not about disliking an “enemy...
take time to regularly update a
relational power audit
PERSON Current Capital
I have with
them (H/M/L)
How aligned are
our interests
(H/M/L)
Is the
relationship
threatened?
(H/M...
power also comes from yourself
• Reputation (perception is reality)
• Ability to tolerate conflict and work with
curmudgeons
• Ability to recognize bad p...
political wisdom sidebar
•Invisible contributions have no political
value
•There’s nothing like a perceived external
threa...
SHARE THIS DECK
& FOLLOW ME(please-oh-please-oh-please-oh-please)
Selena Sol asks…..
http://www.slideshare.net/selenasol/p...
CLICK HERE FOR
MORE!!!!
CREATIVE COMMONS ATTRIBUTIONS
Title Slide: http://www.flickr.com/photos/dbuedo/
Please note that all content & opinions ex...
Upcoming SlideShare
Loading in...5
×

Practical office politics

12,575

Published on

Published in: Business
0 Comments
39 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
12,575
On Slideshare
0
From Embeds
0
Number of Embeds
13
Actions
Shares
0
Downloads
277
Comments
0
Likes
39
Embeds 0
No embeds

No notes for slide
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • On this slide, I typically read of the “bold” sentence for each of the numbers.
    Then, I write the numbers 1-6 on a whiteboard and go around the room very quickly polling each member of the class, and writing the results next to the numbers on the whiteboard. Generally, in sessions with middle managers, I find that you’ll see a distribution that is skewed left and fairly thin, centering around 2.5 or 3. There will be a few outliers around 5 so you’ll see a slight bump. I would not yet ask participants “why” they answered the way they did. This will come out on following slides.
    Audience may be interested to note that different industries seem to skew in different ways. If you do this for an investment bank crowd, for example, the distribution tends to move right and fatten, reflecting, perhaps, a greater amount of power and politics in the industry.
    That said, there seems to be politics everywhere from 3 man shops to 300,000 staff firms and across industries from IT to retail fashion.
    Whatever the case, it is important to appreciate diversity in opinion and to agree on slide one that we we recognize our personal assumptions that we bring to the table, but that we should keep an open mind for the rest of the session.
  • Practical office politics

    1. 1. PRACTICAL POLITICS SURVIVE THE OFFICE
    2. 2. where do you stand on the topic of office politics?
    3. 3. 1 2 3 4 5 6 Politics is caused by a bunch of scheming, self- serving, scam artists that waste energy & time. We need none of it! Corporate politics is a wonderful, fun, and exciting tool that yields better decisions for companies. We need more of it! Politics is annoying, but I recognize that it is probably just a fact of corporate life. I’ll play the game when I have to, hopefully not too often Politics is bearable. Politics is bad, but I can live with it. I’ll just ignore it Politics is generally good & we should all get better at it. There is a place for politics in work most people
    4. 4. 1 2 3 4 5 6 Politics is caused by a bunch of scheming, self- serving, scam artists that waste energy & time. We need none of it! Corporate politics is a wonderful, fun, and exciting tool that yields better decisions for companies. We need more of it! Politics is annoying, but I recognize that it is probably just a fact of corporate life. I’ll play the game when I have to, hopefully not too often Politics is bearable. Politics is bad, but I can live with it. I’ll just ignore it Politics is generally good & we should all get better at it. There is a place for politics in work how I want you to answer after this deck
    5. 5. i’ve got 3 questions i’d like you to consider
    6. 6. Q1: What bad experiences have you had with office politics that create your assumptions? Q2: Is an office without politics preferable? Q3: Is an office without politics possible?
    7. 7. now I’ve got 1 perspective I’d like you to consider
    8. 8. politics is natural & unavoidable because people will always have different and legitimate beliefs, issues, wants, needs, and sources of power
    9. 9. those differences are created biologically, environmentally, & because of organizational structure
    10. 10. so we’re all stuck with the differences however much we wish it were not so
    11. 11. there must be a process to resolve conflicts that arise from these natural and unavoidable differences
    12. 12. that is what politics is
    13. 13. politics is neither good nor bad
    14. 14. however, how people implement politics can be good or bad
    15. 15. and last but not least, politics exist once there are two or more people
    16. 16. so, don’t kid yourself, entrepreneurs
    17. 17. start-ups have politics
    18. 18. so what do we mean by bad politics?
    19. 19. • Lying • Cheating • Stealing • Back Stabbing • Ego Tripping • Sucking Up • Manipulating • Self promotion • General Ignorance, which causes political pain to those around you
    20. 20. and what do we mean by good politics?
    21. 21. • Fair distribution of resources • The ability to invest in future firm returns, with no immediate silo gains • Protection of minority interests • Ethical decision making • Strategic prioritization • Reduction of authoritarianism • Protection from “bad politics” • Engaging with bad politics rather than sticking our heads in the sand
    22. 22. and what do we get if we are good at good politics
    23. 23. • Get your projects up the priority list • Get resources or funding for your project & team • Clear project barriers • Influence decision making • Compensation, acknowledgement and advancement • Get hard shit done • Help others succeed • Survive change and avoid trouble
    24. 24. here are a few really useful thoughts on the subject
    25. 25. “Politics has such a bad name that many good people persuade themselves they want nothing to do with it. The ethical and spiritual apprehensions are understandable. But one cannot abjure politics.” – John Gardner
    26. 26. “There is no doubt power can be used for evil purposes. Of course most medicines can kill if taken wrongly, thousands die in automobile accidents each year, and nuclear power can provide energy or mass destruction. We do not abandon chemicals, cars or nuclear power. Instead we consider danger an incentive to get proper training.” – Jeffrey Pfeffer
    27. 27. “Of course leaders are preoccupied with power! The significant questions are: What means do they use to gain it? How do they exercise it? And to what ends do they exercise it?” – John Gardner
    28. 28. and one slightly ironic one
    29. 29. “It is not enough for a leader to know the right thing. He must be able to do the right thing. Leaders without the judgment or perception to make the right decisions fail for lack of vision. Those who know the right thing, but cannot achieve it, fail because they are ineffectual.” - Richard Nixon
    30. 30. so, how good are you at getting shit done…
    31. 31. 1 2 3 4 5 6 I’m totally hopeless. Unless I have the authority to beat someone to death if they don’t comply, dependent resources simply do whatever they want I use Jedi mind powers on others – “these are not the droids that you are looking for” I sometimes get what I want done, so long as my interests are aligned with the interests of dependent parties I sometimes get what I want done, even if my interests are misaligned with the interests of dependent parties I find it very difficult to get what I want done outside the scope of my direct reports I often get what I want done, even if my interests are misaligned with the interests of dependent parties
    32. 32. what tools are in your ‘getting shit done’ tool box?
    33. 33. TOOL DESCRIPTION PROBLEMS Authority Formal power granted through organizational structure “Do it or you’re fired” • Badly out of fashion • We depend on too many outside our scope of authority • Too dependent on individuals who can wield power poorly Culture Shared vision, values and attitudes, behavioral norms, artifacts, & rituals. “Do it because it is the right thing to do” It is very difficult for managers to build, maintain, and control culture Politics Effective use of power through influence, persuasion, & negotiation “Do it because it is in your self interest to do it” Influence, persuasion and negotiation are hard work and organizationally time-consuming
    34. 34. Authority (or else) Culture (it’s right!) Politics (It’s in our interests) Q: Are there dangers of using each axis too much or too little? What I need to use daily What I’m good at and like
    35. 35. so with all that said, it is time to propose the basic rule of ethical politics
    36. 36. Be Political
    37. 37. accept that you need to be political to get shit done
    38. 38. but, in the process, never advance your own interests by harming the business or by hurting other people
    39. 39. focus on building, protecting, and using your power
    40. 40. not on undermining the power of others
    41. 41. ok, so let’s assume that you agree with me that you should be better at politics
    42. 42. in that case, the next step is to develop your Political Intelligence and a plan to build and use your power
    43. 43. ASPECT QUESTIONS TO ASK Where Where does power come from in my firm and how do I get it? Who Who has power & how do I expand my power through them? When If I have power, when do I use / expend it? How When I decide to use power, what is the most effective way to do so?
    44. 44. power comes from position
    45. 45. • Title & “vestiges” of power (think corner office) • Authority to act within a specific scope • Control of the allocation, access to, and use of specific resources “that others need” • Objective-setting, appraisal & compensation approval • Access to Information • Location in the info/social web • Centrality – how often you proxy • Connectedness – how many nodes you touch • Closeness – How close are you to connected nodes • Complexity – The # of nodes unique to you
    46. 46. political wisdom sidebar 1.Seasoned players know how to “create” resources to control! 2.Defend your positional power from encroachment by other managers – But no Evil Politics!
    47. 47. take time to regularly update a positional power audit
    48. 48. how strong is your positional power?
    49. 49. How strong am I? (H/M/L) Why am I strong or weak? Power Plan (What can I do to improve?) Vestiges Formal authority Control over resources Location in the web
    50. 50. extra credit who has positional power around you? Why do they have it?
    51. 51. power also comes from relationships
    52. 52. Step 1: Identify coalition partners & assess their relative power •Get out there and meet people •Ask people in the know •Look at unit’s representation in larger decision-making •Look at who has benefited from previous decisions
    53. 53. Step 2: Create political capital •Just do a really good job •Build reciprocity by being helpful & creating linkages. It’s never not in your Job Description •Help allies obtain greater power •Avoid ceding power to opposed alliances (but no Bad Politics, please) •Build alliances
    54. 54. political wisdom sidebar •Interdependence often arises from resource scarcity •Opposition is not about disliking an “enemy”. It is about structural realities that drive differing, but legitimate, goals. The goals of Audit are structurally different from those of IT. It is not that they are a$$holes •Never force an ally (especially a superior) to expend their political power in your support •Use political capital before it depreciates. Reciprocity debt devalues quickly as people forget, or simply leave the firm. Political capital should not be hoarded. Capital Flow Velocity is more important
    55. 55. take time to regularly update a relational power audit
    56. 56. PERSON Current Capital I have with them (H/M/L) How aligned are our interests (H/M/L) Is the relationship threatened? (H/M/L) How important is this person to me? (H/M/L) Poswer Plan – What do I need to do in order to improve Answer these questions: Q: Who do I need to succeed? Q: Who needs you to succeed? Can you make a power deal? Q: Who is structurally (or otherwise) opposed? Now fill out the table below for you (and potentially others)… Start with those closest to you and move outwards based on prioritizing stakeholders
    57. 57. power also comes from yourself
    58. 58. • Reputation (perception is reality) • Ability to tolerate conflict and work with curmudgeons • Ability to recognize bad politics and respond appropriately • Honesty, Trustworthiness and reliability • EQ, communication, persuasion skills and charisma • High value/demand expertise (be irreplaceable because you add value, not because you are a bottleneck) • Powerful ideas, enthusiasm, hard work and focus • Flexibility and the ability to get along • Confidence and stamina (endurance prevails over cleverness)
    59. 59. political wisdom sidebar •Invisible contributions have no political value •There’s nothing like a perceived external threat to reduce internal conflict •Never, ever, ever send an email when you are angry •If a governor is up for re-election in 20 months, don’t bring to him a project that takes 24 months to complete
    60. 60. SHARE THIS DECK & FOLLOW ME(please-oh-please-oh-please-oh-please) Selena Sol asks….. http://www.slideshare.net/selenasol/presentations stay up to date with my future slideshare posts selena@selenasol.com http://www.linkedin.com/pub/eric-tachibana/0/33/b53
    61. 61. CLICK HERE FOR MORE!!!!
    62. 62. CREATIVE COMMONS ATTRIBUTIONS Title Slide: http://www.flickr.com/photos/dbuedo/ Please note that all content & opinions expressed in this deck are my own and don’t necessarily represent the position of my current, or any previous, employers
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×