As you navigate the politics of your organization, opportunities occasionally come your way. Evaluating them can be challenging. What criteria do you apply when you decide whether or not or how to pursue an opportunity? Here's Part I — the basics — of a set of attributes that make some political opportunities more attractive than others.
- You consider it ethical
- If pursuing the opportunity is consistent with your sense of ethics, you'll feel better about it however it turns out. If pursuing the opportunity violates your sense of ethics, your pursuit might extract an emotional price. Over time, as you accumulate a collection of transgressions of your own ethical code, the burden can become difficult to bear. Staying within your own ethical boundaries can be the most comfortable path.
- You actually want it
- Every opportunity requires something from you. It will be work, after all. If you strongly dislike what you would have to do once you secure the opportunity, or if you're strongly averse to it for some reason, the chances that you'll be glad about getting the opportunity are slim. Performing well will be difficult unless you actually want the opportunity.
- Your organization cares about it
- Some efforts aren't truly central to the overall goal of the organization. They get funded anyway, for a variety of reasons. Perhaps someone with clout wanted it done. Or perhaps an external agent (a customer, a government or a partner organization) exerted undue influence to make it happen. Such opportunities aren't as helpful to you as opportunities that the organization really cares about. The truly valuable opportunities are aligned with organizational goals.
- You have a significant edge
- Maybe nobody else has yet spotted this opportunity. Maybe you are the best positioned to pursue it. Maybe it requires a skill set that's uniquely yours. Or maybe the people who are aware of the opportunity lack the network connections that you have. Whatever your advantage is, it gives you a significant edge.
- Support from above is low risk
- If you require assistance from above, the opportunity is more valuable if the people who help you aren't at risk, even if an unfavorable outcome materializes. They usually have a lot to lose, and if an unfavorable and threatening outcome looks likely enough, these allies or mentors might have to abandon you. Devise a strategy that protects these assets.
- If you require assistance
from above, the opportunity is
more valuable if the people
who help you aren't at risk
- It increases your range of options
- You'll be happy if you pursue the opportunity and you secure it. But what if you don't secure it? If the result is a political configuration that leaves you with more options and more desirable options than you had before, you've made progress.
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
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More articles on Workplace Politics:
- Stonewalling: I
- Stonewalling is a tactic of obstruction used by those who wish to stall the forward progress of some
effort. Whether the effort is a rival project, an investigation, or just the work of a colleague, the
stonewaller hopes to gain advantage. What can you do about stonewalling?
- Extrasensory Deception: I
- Negotiation skills are increasingly essential in problem-solving workplaces. When incentives are strong,
or pressure is high, deception is tempting. Here are some of the deceptions popular among negotiators.
- On Being the Canary
- Nobody else seems to be concerned about what's going on. You are. Should you raise the issue? What are
the risks? What are the risks of not raising the issue?
- The Politics of the Critical Path: I
- The Critical Path of a project or activity is the sequence of dependent tasks that determine the earliest
completion date of the effort. If you're responsible for one of these tasks, you live in a unique political
- Durable Agreements
- People at work often make agreements in which they commit to cooperate — to share resources, to
assist each other, or not to harm each other. Some agreements work. Some don't. What makes agreements durable?
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.
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- 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.