Most mid-level professionals in large organisations today naively rail against the politics.
They consider it harmful, a waste of time, and something perpetuated by self-serving and unscrupulous individuals.
Sadly, you quite often see only what you expect to see, and this short-sighted perspective is career-limiting.
Back in 2008 I wrote a chapter for Marshall Goldsmith’s AMA Handbook of Leadership that explored what I like to refer to as the prevailing Political Temperature in top teams. The short story of this is:-
- Political activity in teams relates to the way decisions are made.
- Individuals with an idea (agenda) engage in behaviours designed to win support from their colleagues.
- When the strategy a team needs to adopt is uncertain, the team is best served by generating as many ideas as possible.
- The numerous ideas jockey for prominence and the best ideas grow stronger.
- When the decision is made, new ideas as less needed and everyone needs to unite behind the common goal and agreed strategy.
Thus, in times of uncertainty, political rivalry produces a diverse range of ideas to throw into the melting pot. Care is needed to channel the energy and political activity, and ensure it doesn’t become bitter and harmful to the team. Then, at the appropriate moment, stop competing and execute together as a team.
Today, many organisations need to be cycling rapidly through stages of rivalry and collaboration – consciously.
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