Generally it was found that more senior individuals place far more emphasis on political skill. This is perhaps no surprise, but does provide focus for developing more junior staff, particularly those with talent and potential. In addition to these differences being noticed at a dimension level, several individual items showed significant differences. For instance, directors and above considered that developing clear objectives, sensing the feelings of others and being aware of their own emotions are far more critical than their junior colleagues. Some of the qualitative interviews allow us to elaborate on some of the potential reasons behind this evidence. Read More

It was established in the literature review that researchers consider that political skill needs to be exercised in a social environment. This is consistent with experience in that in most cases, there is a strong need to influence individuals which, aside from logical reasoning, is as social interaction. From our research, it appears that the social aspects of political skill are not being recognised by practising managers. This was demonstrated by the fact that of the bottom 10 ranked items (of the total 55), 5 included the word "social". Read More

To bring this article to a conclusion, we decided to comment on the implications of this work for those responsible for senior management development. These remarks may also be useful to individuals who are interested in developing their political skill.

1. 1. The first point to draw to the attention of development professionals is that this study produced an overwhelming view that these skills are of critical importance to success. It could be argued that many of the skills delineated are already well known; however, it should be noted that all of the respondents were cognisant of the nature of this survey, i.e. that it was to better understand the nature and criticality of political skill. Hence by participating they were also indicating their interest in this area. The literature review identified that there is in appropriate situations, merit in adopting a political theory of leadership. This being the case, serious consideration should be given to reviewing existing development programmes to increase the prominence of influencing and political skills, particularly bearing in mind that we have identified a lack in this area. This lack may be more about perception than reality and that what is missing is the adoption of the political perspective within organisations' training programmes. Read More

21 Dirty Tricks at Work is about lies. The type of underhand, pernicious and downright Machiavellian scheming that goes on in business every day. An estimated £7.8bn is lost each year in the UK alone through unnecessary and counter-productive office politicking. But 21 Dirty Tricks at Work is also a book of hope. It exposes the classic political manoeuvres and gives practical advice on dealing with them to the vast majority who just want to do a good day’s work.

21 Dirty Tricks at Work provides you with all the information you need to spot negative tactics and self-interested strategies. It shows you how to spot the games being played and how to come out with your credibility intact and your sanity preserved.

 

So, if you are fed up of being on the receiving end of constant back-biting and skulduggery, read 21 Dirty Tricks at Work and get Machiavelli on the run!

Author’s note:Since first publication, this book has helped people of integrity understand what is going on around them, and then has helped them to work out what to do. Based on the regular contact we have from our readership, it is clearly worked, as we knew it would. We are thrilled to learn that sales of this deceptively informative book are growing year on year. To get a taste for what we have covered, take a look at the summaries. Hopefully, we can welcome you as a reader soon.

 

 

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