Turning the last corner on his way to his boss's office, Matt heard laughter, and he instantly knew that Robert was again working on Will. He paused and took a breath, but when he turned into the doorway and looked into Will's office, he was hurt by what he saw.
Robert was in Will's chair, at Will's desk. Robert looked at Will as if to say "Up to you."
"Excuse me," Matt said to Will. "I can come back."
Will turned to Matt. "No, come in, come in," he said.
'So it's come this far,' Matt thought. 'Robert sitting at Will's desk, telling Will what to do and what to think.'
"It's OK," Matt said. "I'll be back after lunch. No problem." He turned and left, but he knew there was a problem.
When a peer curries favor with your boss, your options are limited. Before you act, think carefully.
- Time is short
- The current favorite has probably been working on your boss for longer than you know. If you're considered a threat, you've been targeted. And for aggressive operators, truth is no constraint.
- Unless something changes, your current job probably won't last.
- Assess the competition
- Those who curry favor are usually well practiced. They expect their peers to respond somehow, and they're probably ready for all the obvious or typical counter-tactics.
- Know their level of expertise. Unless you can deal with their tactics, taking direct action could further jeopardize your tenure.
- Don't respond in writing
- Writing, either
electronic or hardcopy,
- Writing, either electronic or hardcopy, is dangerous. Pretend that you've been given an organizational Miranda warning: Anything you put in writing could be used against you.
- Email can be especially risky. If you do take action, do so in person.
- If you act, expect a response
- Responses to your actions might be difficult to handle. The boss might feel accused of favoritism. The current favorites will likely defend their positions. Others on the sidelines might view your action as an attempt to become the new favorite.
- Choose actions that take account of these risks.
- Open your mind, not your mouth
- Keep an open mind about what you see happening around you. The really effective operators are so clever that they're very hard to detect. They can curry favor with you at the same time that they do with your boss.
- Trusting the wrong person can be a serious mistake — one I've made myself.
If the favorites are making headway, the boss is partly responsible. Possibly the boss knows what's happening and chooses to play along, or your peers are exploiting a vulnerability that the boss cannot control.
The situation is unstable in either case. If you manage to restore fairness, and the boss remains in place, a recurrence is likely. Any progress you make has to be considered temporary, until you can permanently discredit the favorite. Consider moving on.
According to The Dictionary of Word Origins (Joseph T. Shipley. Published by Rowman & Littlefield, 1967), the original expression was not to "curry favor," but to curry favel. In medieval times, Favel was used as the name of a horse. The etymology is complex but fascinating. Check it out. Order from Amazon.com
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
Your comments are welcomeWould you like to see your comments posted here? rbrenDYejzVMwXRWKjoxxner@ChacxTVJaQvPkMeXALVooCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Workplace Politics:
- OODA at Work
- OODA is a model of decision-making that's especially useful in rapidly evolving environments, such as
combat, marketing, politics, and emergency management. Here's a brief overview.
- Obstacles to Finding the Reasons Why
- When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants
doesn't always uncover the reasons why. What are these obstacles?
- Impasses in Group Decision-Making: II
- When groups can't reach agreement on all aspects of an issue, the tactics of some members can actually
exacerbate disagreement. Here's Part II of an exploration of impasses, emphasizing two of the more toxic
- The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine
which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's
ability to collaborate.
- Power Affect
- Expressing one's organizational power to others is essential to maintaining it. Expressing power one
does not yet have is just as useful in attaining it.
Forthcoming issues of Point Lookout
- Coming February 21: The Ultimate Attribution Error at Work
- When we attribute the behavior of members of groups to some cause, either personal or situational, we tend to make systematic errors. Those errors can be expensive and avoidable. Available here and by RSS on February 21.
- And on February 28: Narcissistic Behavior at Work: I
- Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenPDDQWwFnqbYITHKzner@ChacNaCaIurcAJEkguMSoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.