Jane Perdue, MBA, CEO and founder of The Braithewaite Group, is a leadership consultant, coach, speaker and author who challenges your thinking at the intersection of the art of leadership and the science of business. The Braithewaite Group, is a small female-owned professional development and leadership consulting firm. Jane’s career includes 20 years of executive level leadership, with 15 of those years spent as a Vice President for Fortune 100 companies. She writes a job coach column for the Charleston, SC Post and Courier and has made speaking and TV appearances discussing leadership, purpose, power and performance. Read Jane’s response: “Ambiguous Title”

Dear Office Politics, My dilemma sounds like a unique twist on a common issue. I have been with my current employer for two years and a couple of months ago my VP recognized my hard work and dedication by giving me a “promotion” with a significant salary adjustment.

I was moved to a Senior level of my existing title but was told that HR did not want to create this new “Senior” title in the HR system. I was also told I should go ahead and get business cards with the new title. My VP has not mentioned this promotion to anyone on our team but the VP’s boss has introduced me with the “Senior” title to others in the company. I suspect the VP does not want to be questioned by my peers as to why they were not offered this type of promotion.

Something doesn’t feel right. If I used the new title on business cards and email communications or post it on my LinkedIn profile, it is sure to generate questions. Generally I know the right thing to do and don’t spend time on this type of issue (I prefer to spend time adding value to the company) but this is distracting my focus and the ambiguity is uncomfortable for me. So, what do you think? Go with it and use the new title or keep the old title, put the new one out of my mind and enjoy the new-found cash?

Ambiguous Title

OFFICE-POLITICS ADVISER JANE PERDUE

Dear Ambiguous Title:

Kudos on obviously being a smart and effective employee dedicated to providing value to your employer. No wonder your boss wants to reward you! However, your well-intentioned boss has gone rogue, placing you in a no-man’s land right between your colleagues and the organization’s compensation program. No wonder you’re uncomfortable!

Bona fide Promotions

Bona fide promotions are events to be celebrated and communicated. Bona fide promotions also have three elements: a new title, a higher rate of pay and new job duties requiring greater skills and demanding more responsibility. You mention only two elements: the new “senior” title and the salary increase. So, if your duties haven’t changed, it isn’t surprising that there’s no corresponding job title in the HR system.

As you report to a VP who reports to a VP, I surmise that your employer is fairly large and probably has a formal job evaluation process as part of its compensation program. Compensation programs have a lot in common with icebergs: most employees see just the tip and aren’t aware of the significant body of work that goes on behind the scenes to create, maintain and administer pay plans that are externally competitive, internally fair and equitable, and legally defensible.

A pay plan view from the 100,000 foot level:

Work functions are analyzed, given a job title, placed in a job family, benchmarked to salary data, and then assigned a pay grade.

Perhaps a sports analogy may help illustrate this point. Pro football teams have three quarterbacks: the starter, the back-up and the third string. All three positions have a clearly defined place in the work hierarchy. Each job holder knows what’s expected of him. Individuals are recruited into one of the three titles and can move up, down or even out of the position. Pay rates are different.

Imagine the confusion that would be created if a coach wanted to call his third string quarterback a “senior third string quarterback” because the incumbent works hard, does a good job and shows promise of being high potential talent. The job titling system isn’t set up to reward good performance.

Your situation is no different. If your job duties haven’t changed, what your boss did for you was a merit pay increase, not a promotion. So you were right to place the word promotion in quotation marks in your letter. I’m impressed by your perceptiveness in recognizing the conflict that would be stirred up amongst your peers should you go public with the new title. I also understand your struggle with the ambiguity of the situation, thinking that promotions are good news that should be shared, not kept under wraps.

Now that we’ve explored the likely system scenario, let’s explore your next steps. I think a face-to-face discussion with your boss is what’s next. As this issue is several months old and is still alive in your mind, you need closure before the situation begins to negatively impact your performance and/or your relationship with your boss.

Consider these 3 options…

As I see it, there are three options you and your boss should evaluate. Part of being a good boss is being a leader – someone who will partner with you to work through difficult situations. If your boss wants to keep you on the team, he should be willing to review the pros and cons of each option with you.

Option #1 – go rogue all the way and start using the new title. Your boss must be willing to gird up for battle from the compensation folks as well as the outcry of unfair treatment from other department members. You have to be prepared for the ruckus from your peers and understand that the job title you use doesn’t agree with official company records (a really bad scene for future reference checks).

Option #2 – call a spade a spade and recognize that what happened was a merit increase, not a promotion and keep using your former job title. Find lots of comfort in the fact that your significant pay increase was approved – obviously everyone in the line of pay approvals agreed that your performance warranted an increase.

Option #3 – work with HR to determine what needs to be done to create a new position so all three elements of a bona fide promotion could apply to your situation. Perhaps there is additional new work your boss could assign to you. Nothing ventured, nothing gained.

I empathize with your situation – an event that should have been positive and rewarding turned out to be confusing and disappointing. Not the outcome, I’m sure, that your boss wanted to have happen. So, all the more reason to partner with him or her and devise a solution that works to everyone’s best interests.

Good luck and thanks for contacting Dear Office-Politics for our advice!

Warm regards,

Jane Perdue

About Jane Perdue, MBA
Jane Perdue, MBA, CEO and founder of The Braithewaite Group, is a leadership consultant, coach, speaker and author who challenges your thinking at the intersection of the art of leadership and the science of business. The Braithewaite Group, is a small female-owned professional development and leadership consulting firm focusing on that exquisite but rare business balance between head and heart.

Jane’s career includes 20 years of executive level leadership, with 15 of those years spent as a Vice President for Fortune 100 companies. She writes a job coach column for the Charleston, SC Post and Courier and has made speaking and TV appearances discussing leadership, purpose, power and performance. Jane works with organizations and individuals to bring a sense of fun, adventure and limitless possibility — along with creative and playful thinking — to leading people, achieving common visions, delivering results and being our personal best.

Rona Maynard’s career as a pace-setting magazine editor, award-winning journalist, acclaimed author and inspirational speaker owes much to the lessons she has drawn from coping with difficult people, both professionally and personally. Rona edited Chatelaine, Canada’s number one magazine for women, during a decade of innovation in which she attracted a new generation of readers. Rona continues to share her life-tested wisdom on her award-winning interactive website, ronamaynard.com, and at the podium. Her most sought-after speech is “Life-Changing Lessons from Difficult People.” Readers continent-wide have found themselves reflected in her memoir My Mother’s Daughter (Emblem Editions).

Dear Office Politics,

Please can someone help me sort a work situation out?

For the past year I have been covering two full time roles, my own and that of a colleague on maternity leave. This has involved a huge amount of extra hours and unbelievable pressure. To make matters worse, I have now been told that the colleague will not be returning to work and that I will be expected to cover the two roles on a permanent basis.

My boss has agreed that I have been swamped with work and promises to arrange help but it never materializes due to lack of funds. During this time I have sat opposite a co-worker who has a very low workload (she actually boasts that she has nothing to do) and so spends a chunk of every day either surfing the internet, talking or texting. It has driven me to despair and and even though other colleagues have constantly asked how she gets away with this behavior, they do not complain to our boss. My problem is that I resent her attitude so much the only way I can cope is to completely ignore her, I just want to block her out. Another colleague has now told me that she plans to complain to my boss that I blank her, etc. etc. I know this makes me sound awful but it really is the only way I have been able to deal, or not, with her.

Can you please tell me how to deal with the situation if she does complain to my boss? He is aware that she is not fully utilized and has said it will be addressed but that was months ago…

Swamped

REPLY BY OFFICE-POLITICS ADVISER RONA MAYNARD

Dear Swamped,

Nobody likes to be a snitch. Not you, even though you’ve been struggling to carry the load for two people. Not the colleagues who grouse behind Ms. Do-Nothing’s back. It seems so mean, so sneaky. It brings back memories of playground spats in which the kid who complained to the teacher was cast as a lowly tattle-tale. Maybe you were once that kid. Many of us have been at some time or other. But the time to start acting like a grownup is long overdue.

The illusion of the powerful boss to solve all problems
You’ve been counting on a powerful person, your boss, to step in and save you from frustration. But your boss has been following the path of least resistance, as bosses tend to do when budgets get tight. It’s easy to smile and nod and make vague promises, not so easy to restructure a department and all but impossible to wangle what’s been deemed an extra position from higher-ups determined to “reduce headcount,” as the corporate mantra goes. By biting your tongue and gamely soldiering on, you’ve encouraged your boss to believe that you can cope–not happily, but capably enough. These days, most bosses don’t expect their staff to be happy. They won’t take action unless a credible person rings the agony alarm bell. And now that person just might be Ms. Do-Nothing. Okay, so she’s not exactly Ms. Credibility. Not in the eyes of the staff, anyway. But the average boss has only the vaguest notion what’s going on in the trenches.

Your own worst enemy?
Do I have to say you’ve been your own worst enemy? It’s pretty clear you already know this. Giving your colleague the silent treatment makes you “sound awful,” you admit. You couldn’t think of anything else to do because, like so many (especially women), you’d rather have root canal surgery than confront someone. Have you ever asked the texting, talking layabout to give you a hand? If you perform related duties, it would be a fair and timely question–maybe even an urgent one. The stronger the collaborative spirit on a team, the faster the work gets done. You and your colleagues aren’t exactly a team, to judge from your letter. You are mired in resentment and distrust. And while you didn’t create this woeful situation single-handed, you do have the power to start turning things around in a frank conversation with your boss.

Follow a plan to turn this around
You need to book a meeting, at the earliest opportunity, to talk about a work-load crunch that is undermining morale and compromising efficiency. Don’t just walk into the boss’s office and exclaim at how exhausted and overworked you are. Follow a plan. Get your most trusted colleagues involved. Document problems that could have been avoided with a fair distribution of effort. Don’t just point the finger at one person who isn’t doing her share and should be given a talking-to (or shown the door). Let Ms. Do-Nothing play the blame game while you wrap yourself in the mantle of cooperation. It will become clear enough in the course of this discussion that someone isn’t pulling her weight. There’s a saying in management circles: “You’re only as strong as your weakest link.”

I don’t mean to make this sound easy. Fact is, it won’t be. If I were in your boss’s shoes, I would certainly ask why you waited so long to tell the complicated truth. You didn’t have a good reason, did you? Seems to me you gave your colleague the evil eye because you couldn’t find the courage to do something more constructive. There’s a name for this kind of behaviour: passive/aggressive.

You’re wise to own up to your mistake and commit to being honest and direct from now on. There’s a name for this kind of behaviour, too: leadership.

In one strategic conversation, you can start to cast yourself as the kind of solution-oriented ally every smart boss needs–courageous enough to tell the truth and to admit when she’s in the wrong.

Good luck. Here’s to the next chapter of your career. I’ve enjoyed meeting you here at officepolitics.com and hope you’ll check in again to let us know you’re progressing.

Warmly,

Rona Maynard, Author

Rona Maynard is the author of My Mother’s Daughter a memoir published by McClelland & Stewart in September, 2007.

Rona Maynard’s career as an award-winning journalist, leading magazine editor, acclaimed author and inspirational speaker owes much to the lessons she has drawn from coping with difficult people, both professionally and personally.

Rona edited Chatelaine, Canada’s number one magazine for women, during a decade of growth and innovation in which she attracted a new generation of readers to the franchise. While meeting every benchmark of success, she contended daily with complaints from readers, directives from corporate brass and the strong personalities on her creative staff, who ranged from seasoned baby boomers to Gen Yers with sharply different expectations. The team Rona built was honored internationally for journalism, design and overall editorial excellence. A dedicated mentor, she groomed five people who went on to edit national magazines—among many others who are now viewed as leaders in their industry.

When Rona had fulfilled her vision for Chatelaine, she stepped down to write the memoir her readers had been asking for. In My Mother’s Daughter, she tells the no-holds-barred story of how she became her own woman because of—and in spite of—the enthralling but domineering woman who formed her. From her struggles with a crazy-making boss, an undermining colleague and an alcoholic father, she draws a road map to living with integrity, purpose and joy. Alice Munro has called My Mother’s Daughter “wonderfully honest and enthralling.”

Rona continues to share her hard-won wisdom on her award-winning interactive website, ronamaynard.com, and at the podium. Her most sought-after speech is “Life-Changing Lessons from Difficult People.” Audiences say that Rona’s message brings them energy, hope and pointers they can use to transform their own lives.

Rona’s personal honors include a YWCA Woman of Distinction Award, a National Champion of Mental Health Award and a Woman of Action Award from the Israel Cancer Research Fund, as well as numerous writing awards.

Trapped by vindictive gossip

The simmering tension between the White House and General McChrystal came to a head thanks to an article in Rolling Stone, The Runaway General.

The subtitle summed up the conflict:

“Stanley McChrystal, Obama’s top commander in Afghanistan, has seized control of the war by never taking his eye off the real enemy: The wimps in the White House.”

But the “wimps in the White House” did not respond kindly to the derisive comments from General McChrystal, and “Team America.” McChrystal’s fate was pronounced swiftly. President Obama accepted the General’s resignation and appointed his boss, General Petraeus in his place.

Was it an accidental slip of the tongue?

How could McChrystal, a brilliant military mind, whose daily regime is to sleep 4 hours, run 7km, and eat only one meal, get trapped by vindictive gossip? What was he thinking? Yesterday I tweeted about the developing story…

A few hours later, a news anchor from 750/KXL in Portland, Oregon emailed me requesting a radio interview…

“I am hoping someone with Office Politics can help me with a story. I would like to localize the Gen. Stanley McChrystal firestorm over his comments in Rolling Stone. Let’s say an average Joe gets caught badmouthing the boss (either publicly or privately), what should he or she do? What lessons can we take from this gaffe and apply to our workplace?” Colby Reade, News Anchor

Certainly casual banter and gossip has sunk many careers – McChrystal is the latest example but he won’t be the last. So, what can you learn from this? And what should you do if you get caught “dissing” the Boss? Colby’s questions inspired me to write some pointers down…

Office-Politics #101:

What NOT to Do to Get Ahead at Work

#1. Do NOT wound the King, unless you’re going to kill him.

By criticizing Obama publicly in print (and online) General McChrystal “wounded the King.” The old saying is, “if you’re going to attack, kill him, or don’t go after him.” Because the King, who is merely injured, will punish the attacker.

Clearly by lashing out in the media, McChrystal didn’t eliminate the King (Obama) – he merely made him angry. McChrystal’s insolence could not be tolerated. Not just because it was personally insulting, but because it revealed a divided team. A dangerous liability when lives are at stake.

So, if you’re spewing venom about the King (your boss), think carefully about the consequences. Are you going to kill the boss? Or simply injure him? What will he or she do in response?

#2. Do NOT badmouth. It feels good but….

It limits your opportunities.

It alerts everyone to your dislike of that person and puts up big barriers – not just between you and your “enemy” but with coworkers, too. If everyone knows you don’t like “Sam” they may go out of their way to smooth things over, and protect you from any activities (meetings, office parties, business trips) where you two are going to encounter each other. That might not sound too bad, until you realize you are being passed over for promotions and projects just because you might have to work with that individual.

It’s best to keep your “judgments” to yourself (who appointed you judge of the world, anyway??). It will give you more room to move and grow in the company. And it also gives you the freedom to change your mind about that person in the future. A very valuable option.

#3. Do NOT sacrifice your values. Take the emergency exit.

If you don’t respect your boss because you have fundamental differences, the best option may be to exit the company. A divided team cannot work in unison. Look for a team that reflects your true values.

#4. Do NOT be afraid to say you’re sorry. Groveling may help you keep your job.

Everyone makes mistakes. If you slip up and badmouth the boss, the best thing to do is to apologize. If your gaffe was public, then you should make your apology public as well.

#5. Do NOT feel sorry for yourself. Nobody likes whiners.

Zip your lips and think of the sorry fate of General McChrystal.

#6. Do NOT accept interviews with Rolling Stone Magazine.

The media is not your friend. You would think that a savvy General like McChrystal would know that. What was he thinking accepting an interview with Rolling Stone??

It doesn’t make sense…

Unless, he was just playing a high stakes game.

Maybe he didn’t think that the Afghan war was worth sticking around for and he was just looking for the quickest exit possible.

Perhaps he thought the wimps in the White House would not fire him — and he would gain power with U.S. troops, esteem with power-brokers in Afghanistan, and the adulation of the American public.

So the last tip on getting ahead is this….

#7. Do NOT underestimate your adversary.

And always have your resume ready.

Office-Politics #101: What NOT to Do to Get Ahead at Work

#1. Do NOT wound the King, unless you’re going to kill him.
#2. Do NOT badmouth. It feels good but….
#3. Do NOT sacrifice your values. Take the emergency exit.
#4. Do NOT be afraid to say you’re sorry. Groveling may help you keep your job.
#5. Do NOT feel sorry for yourself. Nobody likes whiners.
#6. Do NOT accept interviews with Rolling Stone Magazine.
#7. Do NOT underestimate your adversary.

And always have your resume ready.

_________________________________________________________
ADDENDUM:

Michael Hastings of Rolling Stone on the Story that Brought Down Gen. McChrystal and Exposed Widening Disputes Behind the U.S. Debacle in Afghanistan

In a rare extended interview, DemocracyNow speaks to Michael Hastings, whose article in Rolling Stone magazine led to the firing of General Stanley McChrystal.

“Hastings’ piece quoted McChrystal and his aides making disparaging remarks about top administration officials, and exposed long-standing disagreements between civilian and military officials over the conduct of the war. The Senate confirmed General David Petraues as McChrystal’s replacement on Wednesday, one day after McChrystal announced his retirement from the military on Tuesday after a 34-year career.”

_________________________________________________________

Franke James, MFA is the Editor & Founder of Office-Politics.com. She is also the Inventor of the award-winning game book, Dear Office-Politics: the game everyone plays. It’s the dilemma-based social game that teaches you how to play, and laugh, at office politics. In 2010, it won an AXIOM Business Book Award for HR and Training. Franke will accept the award in May, at BookExpo America in New York City.

In April 2010, Foreword Magazine reviewed Dear Office-Politics, “The dilemmas vary in seriousness, but all involve power plays as the universal theme… James’s splashy sense of humor and style catapults this book from the field of humdrum human resources exercises to an entertaining discussion of the pantheon of office types. And the game is attractively illustrated with zany color photographs and illustrations on every page of these office types. The “office crab” that is the grimacing head of a woman on the body of a crab; the luridly colored photo of a woman with a chef’s knife behind her that is emblazoned, “I have had firsthand experience with a backstabber”; and the cover of a suited woman in a shark tank are bound to attract the attention of congenial co-workers looking for an icebreaker. Winner of the Axiom Business Book Award for 2010, Dear Office-Politics is recommended for team-building meetings, as well as for pleasure reading.”

Jane Perdue, MBA, CEO and founder of The Braithewaite Group, is a leadership consultant, coach, speaker and author who challenges your thinking at the intersection of the art of leadership and the science of business. The Braithewaite Group, is a small female-owned professional development and leadership consulting firm. Jane’s career includes 20 years of executive level leadership, with 15 of those years spent as a Vice President for Fortune 100 companies. She writes a job coach column for the Charleston, SC Post and Courier and has made speaking and TV appearances discussing leadership, purpose, power and performance. Read Jane’s response to Private Patty below.

Dear Office Politics,

Your site is a great help in navigating today’s workplace! I’ve read about how you need to develop an online presence because employers will search your name to see what comes up. I’m a very private person and I’m at a loss about how to do this. I was raised to believe that your personal life was just that: personal. I don’t have a Facebook page and I don’t “tweet” whatever that is! I don’t understand this obsession to know what everyone is doing, or to tell everyone what I’m doing. Is there hope for someone like me who likes her privacy?

I have a website portfolio that I started, but it is listed under my last name and doesn’t come up in a random search. Is it enough to direct people to my homepage so they can see what I’ve done?

Thank you,

Private Patty

OFFICE-POLITICS ADVISER JANE PERDUE

Dear Private Patty,

Thank for your kind words about Dear OP – we appreciate hearing that you find our counsel helpful!

Why do people go online?

The top reasons, according to PR firm Ruder Finn’s Intent Index include learning, having fun and socializing. Those needs can be fulfilled online – or off-line. So I do think there’s hope for private people like you who don’t need or want to create a personal digital footprint. and with all the recent coverage of Facebook’s privacy controls, I understand your concerns.

According to a CareerBuilder survey, 45 percent of employers noted that they scout social networks as part of their employment process. “Social networking is a great way to make connections with potential job opportunities and promote your personal brand across the Internet,” said Rosemary Haefner, Vice President of Human Resources at CareerBuilder. “Make sure you are using this resource to your advantage by conveying a professional image and underscoring your qualifications.”

Consider how you’re placing yourself at a disadvantage with a narrow online profile:

Job searches

Unless your work requires it (PR or blogging as examples) or would be enhanced by it (an artist seeking to promote her work), there’s no hard and fast rule that requires a job seeker to have an online presence. By not having a robust social media presence, you dramatically decrease the odds of a prospective employer discovering unsavory information about you. However, you miss out on unique opportunities to showcase and highlight skills and accomplishments that would differentiate you from the multitudes of other applicants.

You don’t say what the content of your website portfolio is or if it may be related to your work. So, presuming it does not, there’s no requirement to disclose it to a potential employer. But if the content helps to demonstrate your abilities, it’s a good forum for you to strut your stuff.

Networking and relationship building

By opting out of social networks, you don’t make pivotal connections that could help you secure your next position. Many creative high-end recruiters review social media sites looking for passive candidates, e.g. people who are not even looking for a job but who have the right skills. LinkedIn is another example of how you – the job seeker – can use social media to your advantage. LinkedIn allows you to reach out to people already working at organizations you might be interested in so you can check them out. What a great way to get the inside scoop!

Opportunity

Countless jobs, volunteer positions, mastermind groups, etc. are promoted exclusively online through Twitter, Facebook, etc. Who knows, the perfect break for you might exist just one click away. But for Twitter and an ensuing connection with Franke James, I would have never had the delightful occasion to offer this counsel to you. Nor would I have secured consulting work, speaking engagements, writing assignments or made connections with so many incredible people who enrich my life every day.

True Values

So how can you be true to your values — and not miss the great opportunities that Career Builder’s VP Haefner talks about? If you do decide to jump into social media, Career Builder provides these helpful tips for maintaining a positive online image:

“1) DO clean up digital dirt BEFORE you begin your job search. Remove any photos, content and links that can work against you in an employer’s eyes.

2) DO consider creating your own professional group on sites like Facebook or BrightFuse.com to establish relationships with thought leaders, recruiters and potential referrals.

3) DO keep gripes offline. Keep the content focused on the positive, whether that relates to professional or personal information. Makes sure to highlight specific accomplishments inside and outside of work.

4) DON’T forget others can see your friends, so be selective about who you accept as friends. Monitor comments made by others. Consider using the “block comments” feature or setting your profile to “private” so only designated friends can view it.

5) DON’T mention your job search if you’re still employed.”

One last caveat

While you’ve chosen to forgo being on Twitter or Facebook, remember that total privacy is elusive, if not impossible to achieve. Information that friends or companies share about you is available online without your participation and/or permission. For an eye-opening illustration of how true this is, visit www.spokeo.com (for US residents only) and type in your name. Is their information correct or totally off base? Spokeo aggregates information from a variety of online and other public sources to create their profiles. As Spokeo discloses on their website, “Since there is no human involved, the data is not verified and might not be accurate.” But right or wrong, it’s all there – and all without you doing a thing! (Of course, around the world people can also “Google” your name. Enter in your name and see what they’ll find.)

A March 16, 2010 New York Times article How Privacy Vanishes Online quotes Jon Kleinberg, a Cornell University computer science professor: “When you’re doing stuff online, you should behave as if you’re doing it in public – because increasingly, it is.” I use this good advice for my online conduct.

Patty, you need to do what makes sense for you and aligns with your values and beliefs, which appears to be opting for less online visibility. Just remember that you’ll miss out on an opportunity or two or more…and that total privacy is an illusion.

Thanks for writing to OfficePolitics.com — and you can find me on Twitter at this location.

Warm regards,

Jane Perdue
The HR Goddess

About Jane Perdue, MBA
Jane Perdue, MBA, CEO and founder of The Braithewaite Group, is a leadership consultant, coach, speaker and author who challenges your thinking at the intersection of the art of leadership and the science of business. The Braithewaite Group, is a small female-owned professional development and leadership consulting firm focusing on that exquisite but rare business balance between head and heart.

Jane’s career includes 20 years of executive level leadership, with 15 of those years spent as a Vice President for Fortune 100 companies. She writes a job coach column for the Charleston, SC Post and Courier and has made speaking and TV appearances discussing leadership, purpose, power and performance. Jane works with organizations and individuals to bring a sense of fun, adventure and limitless possibility — along with creative and playful thinking — to leading people, achieving common visions, delivering results and being our personal best.

OfficePolitics.com asked best-selling author, Dan Heath, how an Office-Politics reader (a teacher in an inner city high school) could make change happen, when change is very hard.

Dan wrote, “What you’re describing is a culture problem, and culture change takes time. I don’t have a quick fix. But I want to suggest some things that could make things better. Not perfect, but better.”

Read Dan Heath’s inspiring reply…

Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives? The primary obstacle is a conflict that’s built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick.

Psychologists have discovered that our minds are ruled by two different systems—the rational mind and the emotional mind—that compete for control. The rational mind wants a great beach body; the emotional mind wants that Oreo cookie. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort—but if it is overcome, change can come quickly. In Switch, the Heaths show how everyday people—employees and managers, parents and nurses—have united both minds and, as a result, achieved dramatic results.

“Are you aching for change? Switch can help you understand what’s blocking the change you want — and how to go about removing those roadblocks and making change happen. I highly recommend it. Plus the Heath brothers have gone the extra mile. Their site is loaded with free resource tools to help you apply the Switch principles, whether you’re in a Fortune 500 company, a local non-profit group, or an individual looking to change yourself! You can also listen to Chip and Dan Heath talk about Switch in this podcast.” Franke James, Office-Politics.com founder and Author, Dear Office-Politics, the game everyone plays.

Dear Office-Politics,

I work at a small inner city high school in Los Angeles. I have been there for 20 years and have witnessed teachers do all kinds of improper things such as leaving early, talking on cell phones in the hall, showing movies and basically being incompetent by not teaching but just sitting at their desks doing nothing.

Lately, at meetings, I have been trying to shed some light on these problems and put some pressure on the administration to work on these problems. Of course, the majority of the teachers are angry at me because they have been enjoying the perks of not being held accountable. They tell me to mind my own business and to just worry about my classroom.

They say that I should be careful because in our district this is the way things will always be and nothing will change. They also let me know that someone might slash my tires or hurt me personally if I’m not careful. Of course this was a veiled threat that was meant to help me avoid problems.

I’m so frustrated. I don’t want to leave the school because I love the kids and why should I leave because I care.

Any advice would help.

Thanks,

Teacher that Cares

DAN HEATH, OFFICE-POLITICS GUEST ADVISER:

Dear Teacher that Cares,

First of all, I want to salute you for caring. Your kids appreciate it, and so do their parents, and so do thousands of bystanders like me, who are rooting for teachers like you.

Let me start with the bad news: What you’re describing is a culture problem, and culture change takes time. I don’t have a quick fix. But I want to suggest some things that could make things better. Not perfect, but better. Here are 4 things I want you to try:

1. Organize the resistance

In situations when change agents are in the minority, it’s critical that they band together. It’s also critical that they have a place to organize that’s insulated from the pressures of the majority. (For a lot more on this, Google this: “free spaces” minority) I’m sure there are a few other teachers who care as much as you do. Get them together. Find a time and a place to meet, every week, so you can share ideas and build each other up. And as new teachers join the faculty, convert them to your side before they absorb the destructive majority culture.

2. Speak to higher emotion

Right now, you are having a pissing match with your colleagues: You vs. Them. If you keep it up, you’ll burn up your own productive energy by fighting petty personal battles. Change your approach. A few weeks ago, I spoke with a Chief Medical Officer who’d managed to change the practices of dozens of skeptical doctors and nurses. He succeeded by reminding people of their mission: “We’re here for the patients. Our role is to save lives and to improve our patients’ quality of life. Can we all agree on that?” And of course everyone agreed—and that agreement was critical, because it changed the tenor of their discussions. Their debates centered on whose ideas were best for the patients (not about who’s right, me or you). So, rather than attacking the work ethic of your colleagues, appeal to their noble side: “What’s the best thing for our students?”

3. Publicize victories

No doubt you are doing amazing things in the classroom. You know it and your students know it. But do other people know it? Other teachers? Other administrators? Teachers of extracurricular activities find ways to “show off” their students. School choirs have concerts, and athletes have games and tournaments. If you teach a core subject, you need to emulate them—find a way to show off what your students can do. You need to show your colleagues and your bosses that your way of doing things pays off. The worst teachers might still throw stones at you, but I suspect there are some teachers who’d be inspired. Wouldn’t it be great if you got other teachers’ competitive fires burning? (“I won’t let that one teacher get all the glory!”)

4. Change the environment

The one part of your letter that bothers me is the way you’ve concluded that the other teachers are lazy and incompetent. That smacks of a bias that psychologists call the Fundamental Attribution Error, which means that we tend to attribute people’s behavior to their core character, and we ignore the situational influences on them. In other words, what if you imagined that your colleagues are decent, smart, well-intentioned people who are tragically stuck in an environment that leads them to behave in an imperfect way? (The same way that you and I might not act our best if we were drunk in a bar full of rowdy people—it’s not that we’re bad people to the core, it’s that the situation is bringing out our worst.)

So what I’d challenge you to ask yourself is this:

How can I tweak the school environment to make it a tiny bit easier for my fellow teachers to do better?

What if you offered to share all your innovative lesson plans with them? (That way, they could do neat activities without having to develop them.)

What if you got a local businessman to sponsor a $1,000 Teaching Prize? (That way, they’d have the financial and cultural incentive to excel.)

What if you spent 15 minutes each morning picking up trash in the hallways? (To signal to others that the condition of the school matters.)

When you change the environment, you change the behavior.

So good luck to you. There are a lot of people who will be hoping and praying for your success.

Best regards,

Dan Heath, Author

Dan Heath is co-author of SWITCH: How to change things when change is hard. Dan is a Senior Fellow at Duke University’s CASE center, which supports social entrepreneurs. He is the co-author of the New York Times bestseller book Made to Stick: Why Some Ideas Survive and Others Die. Made to Stick has been translated into 29 languages. Dan is also a columnist for Fast Company magazine, and he has taught and consulted on the topic of “making ideas stick” with organizations such as Microsoft, Nestle, USAID, the American Heart Association, and Macy’s.

Most recently, Dan was a Consultant to the Policy Programs of the Aspen Institute. Prior to that, he conducted research for Harvard Business School, where he co-authored 10 case studies on entrepreneurial ventures, and subsequently, he worked for the executive education division of Duke University, where he designed and taught in training programs for Fortune 500 executives. Dan has an MBA from Harvard Business School, and a BA from the Plan II Honors Program from the University of Texas at Austin. (For more background on Dan please visit Heathbrothers.com)

Dear Office Politics,

I try to be a nice person at work and to stay out of politics however about a couple weeks ago I made a comment about a coworker that I know I shouldn’t have and now I think it’s going to bite me in the butt. I noticed that one of my coworkers leaves for lunch everyday and then comes back and eats his lunch at his desk. I thought that maybe he does contractual work on the side during his lunch break and was curious about it. While chatting with some coworkers I mentioned it. It wasn’t to a supervisor or anyone of authority, I didn’t want to get him into trouble or anything. I felt bad right after I said it, but I guess I thought it wasn’t going to go past the room, and no harm no foul.

Well, today he loudly announced to my boss and other coworkers that we need to have a meeting about gossip mongering because people are saying nasty things about what he does at lunch. I don’t know what to do as I’m scared to admit that I’m the one that said it. Also this coworker has a bad temper and can be very mean. How should I play this? In some hot water.

In Some Hot Water

Three Advisers give their best advice to “In Some Hot Water”

Sometimes we get a letter that poses such a universal dilemma that it’s worth exploring in more depth, and from multiple angles. This letter is a case in point. Gossip is a problem that plagues workplaces everywhere. Here are three responses to the same letter from three Office-Politics Advisers: Author and award-winning journalist, Rona Maynard; Author and Founder, Skill Source, Jennifer Miller; and Office-Politics.com Founder and Author, Franke James.

RONA MAYNARD Dear Hot Water, About to bite you in the butt, you say? It already has, and hard. Your co-worker has a good notion who’s been questioning his loyalty–and now your boss does, too. The sooner you come clean and accept responsibility for playing fast and loose with your colleague’s reputation, the better your chances of salvaging your own. There comes a point in every career where you simply have to swallow your pride and say, without equivocation or excuses, “I screwed up and I couldn’t be sorrier.” For you that turning point is now….

JENNIFER MILLER Dear Hot Water, There is a Chinese Proverb that says “What is told in the ear of a man is often heard 100 miles away.” News travels fast, especially that of a gossipy nature. What started out as rather benign curiosity on your part has quickly turned into an awkward situation with the wronged party making a public declaration of “gossip-mongering.” It’s natural to be curious about a co-worker; we’re human beings after all! Our human curiosity can lead to wonderful inventions and unique problem-solving. The challenge is, sometimes our curiosity leads us to places where we have no business being.

FRANKE JAMES Dear Hot Water, Your last line “How should I play this?” is where I’m going to start. I sense from your question, that you see office politics as a game – and that you’d like to be able to play it to your advantage. So that’s where I’ll focus my advice. Not surprisingly (given that I’m the creator of the game-book, Dear Office-Politics) I like to view office politics as a game. And like all games, this one has rules (mostly unwritten), strategies, power plays, opposing teams, a scoreboard, and ultimately winners and losers. But as in sports, you don’t need to play dirty to win…

In 2008, Franke James was an unpublished writer who walked away from a major U.S. publisher and a $20,000 book advance. Why?

James talks about her decision: “It was like a dilemma straight out of Dear Office-Politics. I can laugh about it now, but it was a tough situation. The publisher seemingly held all the power. The book I’d worked six years to create was being changed from a colorful role-playing game into a standard, gray-text, “business” book. This suited the publisher just fine. But for me, it was the antithesis of what I’d dreamed of. I’d beta-tested a new type of training book that merged entertainment and education. It got people talking about touchy office politics issues and practicing ethical decision-making. That was the book I had a burning desire to publish.

“I felt torn. So, I used the game questions to arrive at a solution. I stepped into the publisher’s shoes. I put it to the TV News test. I analyzed the power structure. And, I found a solution that was in everyone’s best interests. I canceled the contract and paid back the advance. One year later, I self-published and started selling Dear Office-Politics on Amazon.”

Dear Office-Politics has been recognized as one of the best business books of the year, winning a 2010 Axiom Bronze Medal in the Human Resources and Employee Training category. Franke James will accept her award in New York on May 25th, and will be signing books at BookExpo America on May 27th. James is also the artist/author of Bothered By My Green Conscience, winner of the 2010 Green Book Festival Award, for Graphic Novels.

WHAT PEOPLE ARE SAYING ABOUT ‘DEAR OFFICE-POLITICS’…

“James’s splashy sense of humor and style catapults this book from the field of humdrum human resources exercises to an entertaining discussion of the pantheon of office types… Winner of an Axiom Business Book Award for 2010, Dear Office-Politics is recommended for team-building meetings, as well as for pleasure reading.” ForeWord Reviews

“A fun and informative guide to mastering those games you wish people wouldn’t play.” Ann Douglas, Toronto Star Blogs

“A wonderful tool to use in bringing sensitive issues out into the open in a non-threatening way that results in constructive processing.” Shannon Warren, Founder, Oklahoma Business Ethics Consortium

“Dear Office-Politics is a seriously fun way to make the workplace ‘thriveable’ instead of barely survivable!” Trevor Rotzien, Amazon reviewer

Seven years of research

Dear Office-Politics represents over seven years of research. Each game dilemma is based on an actual letter that was submitted to OfficePolitics.com since it was founded in 2002. The ethics game was invented by author, artist and site founder, Franke James.

Unique collaboration

Dear Office-Politics is a unique collaborative effort designed to help people play the office politics game better — and improve their ability to positively influence their workplace. Over the past seven years, author Franke James has assembled a talented roster of authors, executive coaches, HR trainers, lawyers and marketing experts to help answer hundreds of letters sent into the site from around the world. The Office-Politics Advisers featured in the game book include:

Erika Andersen is the author of Being Strategic and founder of Proteus International, where she has served as consultant and advisor to CEOs and top executives around the world.
Dr. John Burton LL.B. M.B.A. M.Div. Ph.D. is an ethicist, mediator, lawyer and theologian. He teaches Personal and Corporate Social Responsibility in the Faculty of Management at the University of British Columbia.
Rick Brandon, Ph.D. is coauthor of Survival of the Savvy and CEO of Brandon Partners, where he has consulted and trained tens of thousands, including Fortune 500 companies across a variety of industries.
Marty Seldman, Ph.D. is one of the world’s most experienced and successful executive coaches and is President of Seldman Executive Development Programs. He is coauthor of Survival of the Savvy and Executive Stamina.
Jennifer Glueck Bezoza specializes in leadership development and career coaching. Through her work in Organizational Development at the Visiting Nurse Service of New York, Jennifer designs leadership development programs, and coaches teams and individuals.
Timothy Johnson is the author of SWAT: Seize the accomplishment. At Carpe Factum, Inc. he helps individuals and organizations “seize the accomplishment” through effective project management, strategic facilitation, and business process improvement.
John A. Challenger, is CEO of Challenger, Gray & Christmas, Inc., the global outplacement consultancy. John is a recognized thought leader on workplace, labor, and economic issues.

Author, Inventor, Adviser: Franke James
Franke James is the inventor of the Dear Office-Politics Game (2009) and Editor & Founder of OfficePolitics.com. For 2010, Franke is developing Dear Office-Politics into a customizable workshop package that can be used by HR trainers around the world. Franke is an author, artist and speaker on social change and the environment. Her award-winning illustrated book, Bothered By My Green Conscience, was published in 2009 by New Society Publishers. Franke is co-founder of The James Gang Art & Design and Nerdheaven Ltd., with over 20 years experience as a creative design professional. She has a Masters in Fine Arts from the University of Victoria, and a BFA from Mount Allison University. (bio continues… )

For more information:

To contact the author for media interviews or a review copy, email: ceo@officepolitics.com
Dear Office-Politics: the game everyone plays

Dear Office-Politics and The Office-Politics® Game were invented by Franke James, MFA
Office-Politics® is a registered trademark of Nerdheaven Ltd.

BY STEVE HEARSUM

Ever been left bewildered by decisions your company makes? Curious as to what possessed the CEO to propose that strategy, when everyone knows it is barking mad? Baffled as to why you have just spent three hours in a meeting that was supposed to come up with a cunning plan, and all you are left with is a set of vague and fluffy actions requiring yet more interminably long strategy meetings?

Decisions! Decisions!

Most life changing events in our careers have at their root someone, somewhere, deciding something. Sometimes we may be present to influence that, others not. Either way, what, if anything, can we do about it? And how actually do humans make decisions? I mean, it’s a rational process, right?….

When I researched how executives bought and sold businesses, one intriguing thing to emerge was the role desire played in decision making. In other words, emotion was in full swing, not just cool calculation around facts and figures. How so? Well, behavioural neurologist, Antonio Damasio, has demolished the idea that emotion can, or should, be kept out of decision making in order to get the best results. And the more neuroscientists inquire into human decision making the greater the significance of the interplay between the emotional (animal) and rational sectors of the brain.

Gardiner Morse, a senior editor at Harvard Business Review, summarized it in ‘Decisions and Desire’:“Brain regions that respond to cocaine or morphine are the same ones that react to the prospect of getting money and to actually receiving it. It’s perhaps no surprise that chocolate, sex, music, attractive faces, and sports cars also arouse this reward system.”

So just maybe your sales team really are high?

Part of the problem is we (over) value decisiveness, and leaders who can act John Wayne style, relying on gut instinct and intuition to act swiftly. The issue, as Gary Klein – the author of several books on intuition – says, is “you should never trust your gut… you have to consciously and deliberately evaluate it.” In other words, think critically, check out your assumptions, look at what is actually happening.

So what can be done practically to ensure that decisions are made that make sense and meet the needs of all those involved?

Well, there is no guaranteed answer, but here are some suggestions that may help to improve the quality of meetings. I advise clients to work out beforehand:

• What are the questions the meeting is designed to answer?
• What outcomes are they looking to walk away with?
• How will they reach a decision? e.g. consensus, majority vote etc?
• What do people need to have read beforehand? (to avoid wasting time on briefing rather than dialogue)

Are you strong enough to value dissent?

The most robust decisions emerge from groups that are able to be straight with each other. And sadly this is one area many leaders are weak in, namely they are intolerant of challenge.

Stage the untimely demise of the Big Idea!
Hold a pre-mortem, a technique Gary Klein came up with, and one way of making it safer to voice that dissent. He describes thus:

“You say: ‘We’re looking in a crystal ball, and this project has failed; it’s a fiasco. Now, everybody, take two minutes and write down all the reasons why you think the project failed.’

“The logic is that instead of showing people that you are smart because you can come up with a good plan, you show you’re smart by thinking of insightful reasons why this project might go south. If you make it part of your corporate culture, then you create an interesting competition: ‘I want to come up with some possible problem that other people haven’t even thought of.’ The whole dynamic changes from trying to avoid anything that might disrupt harmony to trying to surface potential problems.”

It may seem counter-intuitive to focus on the negative, but what is interesting about the pre-mortem is how it helps surface issues that may otherwise lurk in the shadows and are never discussed.

Putting dissent to the test…

In writing this guest column for OfficePolitics.com, I went back and forth with site founder and editor, Franke James, many, many, many times discussing meeting strategies. She sent me this candid feedback on my article and suggested I consider Dr. Edward de Bono’s Six Thinking Hats system.

The Six Thinking Hats: WHITE: Facts and figures RED: Emotions and feelings BLUE: Control and thinking GREEN: Creativity and new ideas YELLOW: Positive constructive BLACK: Logical and negative

Franke wrote,

“On your blog post — I like it a lot… BUT I question the wisdom of surrendering the floor to the naysayers. Black Hat thinking is all around us. Corporations don’t need more encouragement to squash ideas. They need brave people with foresight who can champion innovative ideas and make them work. De Bono’s system is brilliant because it balances the forces of optimists, so-called realists and naysayers.

“In ‘Six Thinking Hats’ de Bono teaches a method for conducting meetings that I have found extremely effective. De Bono assigns a different color, and different thinking style to each of the six hats. It encourages groups of people to think in one direction at a time, to allow optimistic ideas to grow, and also negative ideas to be aired. It’s a very systematic style of meeting that can effortlessly control the naysayers in your group. The naysayers will want to speak up — but if their comments are negative they can only speak when everyone is wearing the Black Hat. This gives them an incentive to think with the full spectrum of Thinking Hats.

“Ideas that you might have missed by going through a more conventional meeting style come to the surface. Everything is considered because you are methodically going through a checklist. Everyone gets to have their say. The Six Hats system generates a wealth of ideas from 360 degrees. It works to build consensus and make better decisions.”

So there you have it. Two differing opinions thrashed out virtually across the pond.

What do you think?

Which process do you like better? The pre-mortem or the Six Hats? And why?

Let us know in the comments.

About Steve Hearsum

Steve Hearsum is a UK-based consultant, facilitator and coach. A coffee nerd and curious as to why he could never find a decent cappuccino, Steve began searching for the perfect blend of bean, grinder, milk and steam, and the best way to combine them. The interconnectedness of ingredients and process has become a governing philosophy for him. He is passionate about sensitizing organizations to the importance of human interactions for effective performance, and is writing a fascinating book on interpersonal chemistry… For more background on Steve please visit www.deboxing.co.uk.

ARIELY, D. Predictably Irrational: The Hidden Forces that Shape our Decisions, 2009
HEARSUM, S. Interpersonal ‘fit’ in Mergers & Acquisitions due diligence – unpublished Masters dissertation, 2008
KLEIN, G. Sources of Power: How People Make Decisions, 1999
KLEIN, G. The Power of Intuition: How to Use Your Gut Feelings to Make Better Decisions at Work
LEHRER, J. Decisive Moment, the: How the brain makes up its mind
MORSE, G. (2006) ‘Decisions and Desire’ in Harvard Business Review, Jan 2006 pp42-51
McKinsey Quarterly, ‘Strategic decisions: When can you trust your gut?’ Nobel laureate Daniel Kahneman and psychologist Gary Klein debate the power and perils of intuition for senior executives. March 2010

“James’s splashy sense of humor and style catapults this book from the field of humdrum human resources exercises to an entertaining discussion of the pantheon of office types.” ~ ForeWord Reviews

ForeWord Reviews just published the review (below) of Dear Office-Politics: the game everyone plays by Office-Politics Founder, Franke James, and featuring advice from James and Office-Politics Advisers: Erika Andersen, Rick Brandon, Jennifer Glueck Bezoza, John Burton, Timothy Johnson, Marty Seldman, and John Challenger. Foreword Reviews are made available to librarians and booksellers.

THE REVIEW:

Dear Office-Politics: The Game Everyone Plays
Author: Franke James
Publisher: Nerdheaven
ISBN: 9781439230541

In these times of buoyant unemployment figures and bookstore self-help aisles crammed with the woeful, it’s comforting to reflect that seemingly tranquil workplaces also have their share of neuroses. When the delusions, doubt, and self-destruction that plague offices avalanche into office politics, it’s time to consult the experts. Franke James, author and inventor of the game Dear Office-Politics, has been guiding the casualties of real office politics for more than seven years on her website, www.officepolitics.com. For anyone who has lost miserably in the real tussle, Dear Office-Politics can help refine your skills, like the board game Life or (depending on your profession) Battleship.

The epistolary game comes in the form of a book, which is passed between the players. A player reads aloud a real dilemma from a hapless employee who has appealed to the Office Politics website for help. All other players then offer the advice-seeker their suggestions, and the advice-seeker metes out points based on whether the advice is pragmatic, captures the power struggle, and is in the best interest of the company. The best advisor, who should emerge with the highest score, wins the game. And for those players who secretly have a similar dilemma, but crave expert advice, James and her team of contributors give their best advice, based on values of personal integrity and the goal of building relationships.

Pondering the office problems of others, at the least, can make one hanker for one’s own. The dilemmas vary in seriousness, but all involve power plays as the universal theme. There are devious colleagues who thieve credit for new ideas, clueless bosses protected by their staffs, office slobs and magpies, and the occasional innocent who has unwittingly wandered into the crosshairs of an office sniper. James’s splashy sense of humor and style catapults this book from the field of humdrum human resources exercises to an entertaining discussion of the pantheon of office types. And the game is attractively illustrated with zany color photographs and illustrations on every page of these office types. The “office crab” that is the grimacing head of a woman on the body of a crab; the luridly colored photo of a woman with a chef’s knife behind her that is emblazoned, “I have had firsthand experience with a backstabber”; and the cover of a suited woman in a shark tank are bound to attract the attention of congenial co-workers looking for an icebreaker.

Winner of an Axiom Business Book Award for 2010, Dear Office-Politics is recommended for team-building meetings, as well as for pleasure reading.

ForeWord Review
Review Date: April 2010

Jane Perdue, MBA, CEO and founder of The Braithewaite Group, is a leadership consultant, coach, speaker and author who challenges your thinking at the intersection of the art of leadership and the science of business. The Braithewaite Group, is a small female-owned professional development and leadership consulting firm. Jane’s career includes 20 years of executive level leadership, with 15 of those years spent as a Vice President for Fortune 100 companies. She writes a job coach column for the Charleston, SC Post and Courier and has made speaking and TV appearances discussing leadership, purpose, power and performance. Read Jane’s response: “Lost Leader Left out of the Loop”

Dear Office Politics,
I am the manager of a small not for profit organization, I have had some personal problems which has meant that my work has been very poor over the last 6 months, I have received a warning about my performance and I am taking steps to rectify it.

The problem I have now is that my credibility has been completely undermined with the staff. Often I come into the office and it is as if am not there, people are going about their business and I am left out of the loop. They only refer to me when they need my signature and they seem to know that if I was to push them on something like attendance or performance that they can very easily retort with something like ‘who are you to tell me what to do after the way you have behaved’.

To top it all off we are merging with a larger organization and everyone is scrambling round to justify their existence and are lining up to stab me in the back, every minor little indiscretion is being reported to the Board of Management. My board of management is made up of volunteers many of whom do not have the political or organizational knowledge for such a role and are being pushed and pulled by the more tactically astute members of the board some of whom were never fans of mine to start with.

Anyway I think I can handle the board of directors if I improve my performance I should be ok, however, how do I win the staff back and how do I get my own credibility and authority back?

Thanks,

Leader Left out of the Loop

OFFICE-POLITICS ADVISER JANE PERDUE

Dear Leader Left out of the Loop,

Talk about the perfect storm of leadership issues – a personal problem that resulted in your poor work performance, a loss of your followers and now a business reorganization! You face a difficult journey as credibility, personal accountability and ultimately trust are attributes that are easy to lose yet difficult to restore. However, if you are willing to invest lots of candor, communication, commitment, action and time, you can claw your way back.

It’s been written that credibility is the currency of leadership, and right now your leadership account is empty. To replenish that account you need a personal 100-day plan of action. The following plan assumes that there’s been no deception on your part with your staff or the Board, as lying introduces a new harder-to-over-come dynamic.

Unfortunately, you violated one of the cardinal rules of leadership by allowing a personal problem to negatively impact your on-the-job performance. So step one of your plan is taking a long hard look at yourself to understand what went wrong.

• Identify the root causes and devise a personal radar system to alert you to the warning signs so you can avoid a re-occurrence.
• Next, create a list of specific actions and/or behaviors that you must follow to get your job performance back in line so you are regularly performing above expectations (a major requirement given the impending merger).
• Make sure you are listing both what you have to do (tasks) and how you will do it (effectively dealing with others) – as those interpersonal elements of executing your plan are the make-or-break factor in your recovery.

Step two is your very own “coming clean” moment. Yes, just like Tiger Woods or any of those philandering politicians, you must meet as soon as possible with your staff and the Board to openly acknowledge your past mistakes, to own up that you let yourself – and them – down and apologize for doing so, to unequivocally define how you are going to do better in the future, and to ask for their help in doing so.

Given that your staff has lost all faith in you personally and only recognizes the power of your position and that some Board members have never been your fans, making yourself vulnerable is a foundational component for regaining integrity. Brian Koslow, an investment banker and blogger, says it best, “The more you are willing to accept responsibility for your actions, the more credibility you will have.” Given the merger situation and your staff’s lack of trust in you, it’s unfortunate, but not surprising, that they are trying to protect their jobs by throwing you under the bus. They are fearful about their future and need a leader who is sensitive to their needs, someone whom they believe has their back. Consider this quote from Transparency: The Clear Path to Leadership Credibility by Karen Walker and Barbara Pagano: “True leadership is built on a kind of social contract that says, ‘Follow me, and I promise that I will help you succeed.’”

There are many things that you can do to bolster your leadership contract with your staff, which is step three of your recovery process. Some of these suggestions apply as well to rebuilding your relationship with the Board.

• Talk with your employees about their concerns with the merger and how they believe it may impact them. Allay as many of their fears as you can; and if you can’t, be upfront about the situation and what the likely outcomes are.
• Ask them for specific feedback on how you perform your job better.
• Engage them in discussions on how to position your organization for success in the approaching merger. Act on their advice.
• Recognize them – it’s amazing what delight and loyalty a simple candy bar and a sincere ‘thank you’ can bring.
• Play a little – have a potluck in the park or a themed dress up or down day.
• Communicate regularly regarding the status of your personal action plan as well as the merger and information coming from the Board. Try to communicate face-to-face as often as you can – you need the personal contact as you work to reclaim your credibility.

The last part of your leadership rehabilitation program is the toughest. To re-establish your relevancy, you must consistently, sincerely and authentically walk the talk every moment with both your staff and the Board. Your performance of your job tasks must be exemplary. You must be committed to repairing and rebuilding relationships by communicating, involving and rewarding regularly and authentically. No one can doubt for a minute that you are genuine in your quest to get back on track and be a solid, trusted, well-performing leader who has the best interests of his staff and the organization at heart.

I’m rooting for you. There’s much work ahead of you; but your self-awareness in recognizing the need to reach out for advice is a great first step. Make it so!

Thank you for writing to OfficePolitics.com.

Warm regards,

Jane Perdue

About Jane Perdue, MBA
Jane Perdue, MBA, CEO and founder of The Braithewaite Group, is a leadership consultant, coach, speaker and author who challenges your thinking at the intersection of the art of leadership and the science of business. The Braithewaite Group, is a small female-owned professional development and leadership consulting firm focusing on that exquisite but rare business balance between head and heart.

Jane’s career includes 20 years of executive level leadership, with 15 of those years spent as a Vice President for Fortune 100 companies. She writes a job coach column for the Charleston, SC Post and Courier and has made speaking and TV appearances discussing leadership, purpose, power and performance. Jane works with organizations and individuals to bring a sense of fun, adventure and limitless possibility — along with creative and playful thinking — to leading people, achieving common visions, delivering results and being our personal best.

Dear Office Politics,

As a professional in a very large public institution, I work closely with two other colleagues. Both have worked in the field a few years longer than me. At first, the group dynamic was wonderful – productive, respectful, fun. We were truly a team, helping each other out, sharing ideas, brainstorming, complimentary about each other’s work. We shared materials, and I went out of my way to give them copies of everything I created so none of us would have to reinvent the wheel.

Not long ago, everything changed dramatically. If one of them ran an errand for lunch or materials, they’d “forget” to ask me if I needed anything. If they shared materials with each other, they’d “forget” to share the materials with me. They hang out in each others offices, but rarely stop by to see me or talk when I drop by their offices. At team meetings with the three of us, they look and talk to each other as if I weren’t in the room. I feel completely invisible, and I’m deeply hurt.

Publicly, one of them vehemently denounced my ideas in front of a large meeting with other colleagues – in an auditorium, no less. Later, I politely and respectfully called him on it privately, so as not to embarrass him as he had embarrassed me. I always go out of my way to downplay any talents or successes I have, and I am often jokingly self-effacing because I sense tension and know I’m viewed as a nice, talented, professional, team player.

My husband, who is a strong manager in another field, theorizes that these two may be jealous for some reason, although they are both talented professionals. I’m not so sure that’s the reason they have shut me out. I genuinely like both of them, but am deeply hurt.

What am I doing wrong? Thank you!

Frozen Out

OFFICE-POLITICS ADVISER RONA MAYNARD

Dear Frozen Out,

Talk about a painful situation! Along with your position in a once-tight threesome, you’ve lost two rewarding office friendships. Of course you feel hurt and bewildered—that’s only natural. But you’d be smart to look beyond your emotions and ask yourself a question that I think you’ve overlooked: what can you do to protect yourself from the hostility of your former pals?

I’ll get to pre-emptive steps in a minute but first let’s look at the facts. One of these two has already lambasted your ideas in an auditorium—not exactly collegial behavior. If you and he were still kibitzing in each other’s offices, his attack might reflect nothing more than a fight with his wife or traffic tie-ups on the way to work. But you’ve seen lots of indications that he’s no longer on your side. So I have to wonder what he and your other erstwhile friend are saying and doing behind your back. You’ve bent over backwards to spare this man from embarrassment, when the time is long overdue to start looking out for yourself. Yes, that’s right. OVERDUE.

Why am I so sure? For starters, downplaying your own success has been a point of pride with you. Bad idea. By trusting that your work will speak for itself, you’ve left your reputation in other people’s hands—and now at least one of those people is undermining you. If the decision-makers don’t make a clear connection between your results and you, they won’t grasp your value to the organization. You say you’re known as “a nice, talented, professional team player.” Now more than ever, niceness won’t get you very far. How much do higher-ups really know about what you do and why it matters? You say you feel “completely invisible” to your two colleagues. But if you don’t make your strengths known, you’ll be equally invisible at the top.

So what’s come between you and these worrisome colleagues? When a threesome breaks down into two against one, it’s usually because of rampant insecurity. We’ve all seen this in high school when two status-conscious girlfriends closed ranks against a third to improve their chances in the dating market. The same scenario plays out in a shrinking workplace as staffers jockey to position themselves for promotion or protect themselves from layoffs. I doubt if jealousy is driving your colleagues. It seems more likely that they’ve pegged you as someone they can easily shunt aside in their quest to curry favor on high.

You don’t have to put up with their shenanigans. My advice:

• Call them on their cold-shoulder treatment. In your next meeting, tell them both that you need to discuss your working relationship. Don’t sit there feeling hurt while they ignore you. Tell them what you’ve noticed, politely but firmly. Stick to the facts: the three of you are a working group and each has a role to play for the organization’s benefit. You’re trying to hold up your end. Ask for feedback. If you’ve let them down or caused offense, they should tell you. Pay close attention to their facial expressions and body language. Take the opportunity to learn as much as you can about their motivations. If they give you the brush-off, this is useful information. It proves they have no interest in improving their relationship with you.

• Let your manager know that you’ve been working to resolve a problem with your colleagues. Bosses have no time for complainers but pro-active ones do want to head off potential problems on their team. Stress the steps you’ve taken to turn things around with your colleagues. If they’ve been running you down, this is your chance to re-establish your image as a results-oriented professional. Before you leave this meeting, ask if your boss has any words of advice.

• Make yourself visible. The rewards in any organization go to those who are seen to succeed, week in and week out. You don’t have to be a shameless self-promoter who hogs all the credit for shared achievements. But if you don’t share good news about your work, you can’t expect anyone to notice. When you exceed expectations, write a memo copying your manager. When someone writes to thank you for a job well done, send a photocopy around. Savor the moment—you’ve earned it.

I’ve enjoyed meeting you here at officepolitics.com. Here’s to you and your successes. May they be seen by everyone with the power to shape your future, and shared with everyone who made a valued contribution.

Regards,

Rona Maynard, Author

Rona Maynard is the author of My Mother’s Daughter a memoir published by McClelland & Stewart in September, 2007.

Rona Maynard’s career as an award-winning journalist, leading magazine editor, acclaimed author and inspirational speaker owes much to the lessons she has drawn from coping with difficult people, both professionally and personally.

Rona edited Chatelaine, Canada’s number one magazine for women, during a decade of growth and innovation in which she attracted a new generation of readers to the franchise. While meeting every benchmark of success, she contended daily with complaints from readers, directives from corporate brass and the strong personalities on her creative staff, who ranged from seasoned baby boomers to Gen Yers with sharply different expectations. The team Rona built was honored internationally for journalism, design and overall editorial excellence. A dedicated mentor, she groomed five people who went on to edit national magazines—among many others who are now viewed as leaders in their industry.

When Rona had fulfilled her vision for Chatelaine, she stepped down to write the memoir her readers had been asking for. In My Mother’s Daughter, she tells the no-holds-barred story of how she became her own woman because of—and in spite of—the enthralling but domineering woman who formed her. From her struggles with a crazy-making boss, an undermining colleague and an alcoholic father, she draws a road map to living with integrity, purpose and joy. Alice Munro has called My Mother’s Daughter “wonderfully honest and enthralling.”

Rona continues to share her hard-won wisdom on her award-winning interactive website, ronamaynard.com, and at the podium. Her most sought-after speech is “Life-Changing Lessons from Difficult People.” Audiences say that Rona’s message brings them energy, hope and pointers they can use to transform their own lives.

Rona’s personal honors include a YWCA Woman of Distinction Award, a National Champion of Mental Health Award and a Woman of Action Award from the Israel Cancer Research Fund, as well as numerous writing awards.

Dear Office-Politics, the game everyone plays is the winner of a 2010 Axiom Business Book Award.

Franke James’ innovative game-book was awarded the Bronze Medal in the HR/Employee Training category. Dear Office-Politics is a role-playing game that encourages lively discussion of workplace issues. It helps people exercise their ethical muscles, analyze power, increase empathy, and understand why the “right” course of action is actually in their — and the company’s best interests.

Author Franke James responded, “It’s really exciting that Axiom chose to recognize Dear Office-Politics — because it’s a radical departure from standard business books. It’s a Game and a Book — all rolled into one. It’s filled with fun, splashy, full-color graphics. It looks very entertaining. But at its core, it’s an educational, training game that sneaks up and surprises people. You can learn a lot by observing how your coworkers “explain” their ethical decisions. And gain deeper insight — and empathy — into why people behave the way they do.

“So, it’s just great fun that Axiom chose to give it an award. I’m thrilled! On behalf of all the Office-Politics advisers who have helped me in creating this book — and the many people who have written into the site since 2002, I want to thank Axiom for this award! Yeah!! It’s a special victory. Thank you!”

Axiom Award Honors the Best Business Books in North America

The Axiom Business Book Awards are dedicated to identifying the best business books published each year for the North American market. The awards are highly competitive and attract entries from a wide range of publishers. The Axiom Awards are the only U.S.-based award contest focused solely on business books. The awards are presented by Jenkins Group Inc., a Michigan-based book publishing company that has operated the IPPY Book Awards since 1996. Sponsors also include Inc. Magazine and PR firm, Padilla Speer Beardsley.

Dear Office-Politics merges education and entertainment to teach ethics

Dear Office-Politics, the game everyone plays is the dilemma-based social game that teaches you how to play (and laugh at) office politics. Players step into the role of “Office-Politics Advisers” and offer their best, sage advice on thorny issues (drawing on the well-known fact that everyone knows what the other person should do to fix their problems!) It provides a safe way to discuss difficult workplace issues, as well as the opportunity to practice ethical decision-making and creative problem-solving. (And it gives workers the opportunity to observe how their colleagues make ethical decisions — which can be very revealing!)

“Brings sensitive issues out into the open in a non-threatening way!”

In December, 2009, the Oklahoma Business Ethics Consortium featured games from the Dear Office-Politics book in presentations to over 400 attendees. Shannon Warren, Founder said, “We used two of the scenarios to facilitate group discussions and they certainly provided some thought-provoking opportunities. This book is a wonderful tool to use in bringing sensitive issues out into the open in a non-threatening way that results in constructive processing. I highly recommend it! I have personally enjoyed the book and especially love the graphics! This was one of our most successful programs and the feedback from participants has been terrific!”

Seven years of research

Dear Office-Politics represents over seven years of research. Each game dilemma is based on an actual letter that was submitted to OfficePolitics.com since it was founded in 2002. The ethics game was invented by author, artist and site founder, Franke James.

Unique collaboration

Dear Office-Politics is a unique collaborative effort designed to help people play the office politics game better — and improve their ability to positively influence their workplace. Over the past seven years, author Franke James has cajoled, persuaded and gently arm-twisted a talented roster of authors, executive coaches, HR trainers, lawyers and marketing experts to help answer hundreds of letters sent into the site from around the world. The Office-Politics Advisers featured in the game book include:

Erika Andersen is the author of Being Strategic and founder of Proteus International, where she has served as consultant and advisor to CEOs and top executives around the world.
Dr. John Burton LL.B. M.B.A. M.Div. Ph.D. is an ethicist, mediator, lawyer and theologian. He teaches Personal and Corporate Social Responsibility in the Faculty of Management at the University of British Columbia.
Rick Brandon, Ph.D. is coauthor of Survival of the Savvy and CEO of Brandon Partners, where he has consulted and trained tens of thousands, including Fortune 500 companies across a variety of industries.
Marty Seldman, Ph.D. is one of the world’s most experienced and successful executive coaches and is President of Seldman Executive Development Programs. He is coauthor of Survival of the Savvy and Executive Stamina.
Jennifer Glueck Bezoza specializes in leadership development and career coaching. Through her work in Organizational Development at the Visiting Nurse Service of New York, Jennifer designs leadership development programs, and coaches teams and individuals.
Timothy Johnson is the author of SWAT: Seize the accomplishment. At Carpe Factum, Inc. he helps  individuals and organizations “seize the accomplishment” through effective project management, strategic facilitation, and business process improvement.
John A. Challenger, is CEO of Challenger, Gray & Christmas, Inc., the global outplacement consultancy. John is a recognized thought leader on workplace, labor, and economic issues.

Author, Inventor, Adviser: Franke James
Franke James is the inventor of the Dear Office-Politics Game (2009) and Editor & Founder of OfficePolitics.com. For 2010, Franke is developing Dear Office-Politics into a customizable workshop package that can be used by HR trainers around the world. Franke is an author, artist and speaker on social change and the environment. Her illustrated book, Bothered By My Green Conscience, was published in 2009 by New Society Publishers. Franke is co-founder of The James Gang Art & Design and Nerdheaven Ltd., with over 20 years experience as a creative design professional. She has a Masters in Fine Arts from the University of Victoria, and a BFA from Mount Allison University. (bio continues… )

For more information:

Email: ceo@officepolitics.com
Dear Office-Politics: the game everyone plays

Dear Office-Politics and The Office-Politics® Game were invented by Franke James, MFA
Office-Politics® is a registered trademark of Nerdheaven Ltd.

Erika Andersen is the author of BEING STRATEGIC, and an Office-Politics Adviser since 2007. Her new book, BEING STRATEGIC, is a roadmap for consistently making choices that best move you toward your desired future. What’s more, it explains why being strategic is worth the time and effort required, what’s involved, and how to do it. Erika is founder of Proteus International, where she has served as consultant and adviser to CEO’s and top executives around the world.

Read Erika’s response: “Scarred by office politics, how do we move on?”

Dear Office Politics,

I have been unemployed for a year. I was laid off, but in reality lost my job because of an office mobbing. My opinion is that office politics is not a game. It has real consequences.

I worked for a company that “laid-off” four key personnel who had 48 years total with the company. I had been marginalized by two women in the company who were not my superiors and they fed information to the operations manager. She was overwhelmed and did not give me the opportunity to defend myself. They also led a whisper campaign that I was not aware of. I was excelling with the company and had a very good relationship with the CEO until they set their trap. These two women decided to send an email to the CEO. The got the operations manager to sign it. Two co-workers refused to sign it. I was laid off 3 months later.

It took me awhile to put all of this together. Being unemployed allowed me ample time to think about it. I am currently starting a business and have attempted to take on two partners who were also laid off. The problem is that we are all so scarred by the experience that we barely have the trust in each other to work together. One of the partners is employing the same tactics that were used by the old company. He has discredited me to the other partner. My point is that office politics can be psychologically damaging after you leave.

What do you recommend that I do to get past this? It seems apparent that one partner is not going to work with me and the other is wavering. It seems clear to me that we have taken the same toxic culture of our past employer with us. Your thoughts would be appreciated. For your own information, the company that I worked for is set up as flat organization. In my opinion, this makes in the perfect environment for toxic office politics.

Thanks,

Broken Trust

OFFICE-POLITICS ADVISER ERIKA ANDERSEN

Dear Broken Trust,

I couldn’t agree with you more – negative office politics can definitely have real consequences, including psychological and career damage.

So, how do you, in your words, “get past this”? I have two suggestions: first, use what happened at your old company as a case study in what not to do. Second, explicitly build a trusting culture in your own, new company.

Here’s what I mean by “using what happened.” I had a very similar experience leaving the company I worked for, 20 years ago, to start my own company – my boss was a very poor manager and leader; there was lots of gossip, back-biting, misinformation. He said things to others about me that were untrue and unprofessional. Promises were made to me and to others – and then broken.

I left under my own power, versus being let go, but it was still a truly awful experience. I started my own company with a partner who had also left the previous company. We sat down together and laid out all the negative things that had happened – not just to complain or feel superior, but to see what we could learn from it. We used our experience to decide how to set up our company so that those things wouldn’t happen. Our experience helped us make new, clear agreements about a wide variety of things that we would do differently: communication, compensation, taking on new people, reviewing performance, etc. It was very useful – and extremely empowering; it helped us recognize that we needn’t be limited or defeated by our past experience.

And as for building a trusting culture in your own company, I’d strongly recommend the book The Speed of Trust, by Stephen M.R. Covey (he’s the son of the Stephen Covey everyone knows). Covey outlines very clearly and elegantly what makes us trust or not trust others, and how to explore the level of trust in your relationships and build on what you have now. I suspect you and your prospective partners (or any other people you might consider partnering with) would find it a really valuable framework for having discussions about trust and how to build – or re-build – it.

Finally, know that this will take time. Mental and emotional wounds take time to heal, just like physical ones. But, like physical wounds, they heal more quickly if you balance between enough care and enough use: you don’t want to over-tax the hurt place, but you don’t want to over-coddle it, either. In your case, I think that translates to: work to re-build your trust in professional relationships, but don’t beat yourself up if you feel a bit gun-shy and need more clarity and assurances of good faith than usual for awhile.

Hope this helps! Thanks for writing to OfficePolitics.com.

Very warmly,

Erika Andersen, Author

Erika Andersen is the author of BEING STRATEGIC (May 2009). Talk of strategy abounds in business — but moving from thinking strategically to acting strategically is an enormous leap. BEING STRATEGIC is a roadmap for consistently making choices that best move you toward your desired future. What’s more, it explains why being strategic is worth the time and effort required, what’s involved, and how to do it. The book explains the core skills and practices needed at each point of being strategic and provides simple models, real-life examples and self-directed activities for learning and applying them.

Erika Andersen is founder of Proteus International, where she has served as consultant and adviser to CEO’s and top executives around the world. She is the also the author of Growing Great Employees, published by Portfolio in 2006.

You’ve seen them at work: those people who are always volunteering for committees, enthusiastically attending industry events, and being all “It was a team effort!” at department meetings. What’s your take on this? Are they supreme “kiss-ups” angling to look good in front of the boss. . . or are they savvy business people who know how to “work it”? It really depends on your mindset.

Two Types of Networking

Would you call your friend who’s an Account Executive a kiss-up for making phone calls and asking for referrals? No, probably not, because in your mind, that’s what someone in a sales job “should” do. People expect outside sales reps to be making phone calls and attending industry functions. It’s seen as a required part of their daily work; nobody attaches an “evil intent” to the activity. Connection-making of this sort is external networking – making connections beyond the company walls.

But what if your job rarely requires you to interact outside your company walls? Does “networking” have any relevance for you? It sure does! It’s called internal networking, and it should be part of your personal branding plan. If you’re still thinking that creating connections is a form of “playing politics” consider this: Seth Godin’s new book Linchpin identifies the ability of “creating connections” as one of the top two skills in his “Hierarchy of Value”. The higher you go in the hierarchy, the more value you bring to your company. Godin asserts that workers who create connections are paid better and enjoy more interesting work. The icing on the cake? Not everyone is able (or willing) to do this— so your skills will be coveted. (Linchpin, 2010, p.25.)

How Can I Improve My Internal Networking?

So let’s say that you’re on board with the internal networking idea. How do you go about developing this skill?

The first thing you need to do is know that the effective internal networker is one who’s always going for the win-win. They create connections because they believe that reaching out to others will help all involved, including the company. Internal networking means that you reach out to colleagues within your organization, even if your job doesn’t require you to do so. It’s going beyond your normal scope of job responsibilities. Being an internal networker means you are looking outside your immediate, day-to-day activities and thinking about how you can connect with and create value for others in your company.

Take a moment and remember a time when you successfully made a connection beyond your department boundaries. Think about how you benefitted and the other person did too. That will help you get in the right frame of mind.

Here are some ideas for creating connections:

• Have a decent relationship with your boss? Ask her (or him) to give you a few ideas on other leaders who you should get to know in the company. The purpose would be to broaden your business acumen and learn from another leader in the company. Who knows? Maybe it will turn into an informal mentoring situation. Plus, it helps to know other business unit leaders if you want to switch job functions in the future.
• Make a list of key players in your organization that you would like to get to know. It’s OK if the list has only 3 people. If you’re not comfortable inviting them to meet you, find a person who knows both of you and ask that person to make an introduction. Arrange to have a coffee break or lunch with the purpose of getting to know what you both do for your jobs.
• When people are promoted, receive an award, or otherwise achieve something, send congratulations. A quick congratulatory email to someone (even if you don’t know them well) will go a long way towards showing that you are paying attention beyond your cubicle’s four walls.
• Been assigned to a cross-functional project team? If you’re unfamiliar with the work of the project team members, suggest that one of the initial project team meetings be an “infomercial” of sorts. Have each team member do a 2 minute recap of their role back at their desk. Not only will you learn more about your project team members, you’ll also quickly gather data that may head off miscommunications or misperceptions for the project.
• Talk up other people’s accomplishments. When in department meetings, be sure to praise other teammates’ wins. Do the same for people in other departments who have helped you out. Word will spread that you’re a team player, one who’s not afraid to share credit. Networking inside your company’s walls does not mean that you’ll garner a reputation for being a gamer. Rather, if you keep others’ interests in mind, you will be seen as someone who’s willing to lend a hand. The well-connected person creates value for all.

About Jennifer Miller
Jennifer V. Miller is the Founder and Managing Partner of SkillSource, an organizational development consultancy that specializes in helping leaders, teams and sales professionals “master the people equation”. For nearly 25 years, Jennifer has helped people navigate the political landscape of workplace dynamics—in corporate America as an HR generalist, training facilitator, and manager— and since 1995 as an advisor to executives seeking to maximize their workplace environments. A published author, Jennifer is a popular speaker that has made numerous appearances as a featured expert for radio talk shows, professional presentations and expert panels. She holds a degree in psychology from Western Michigan University and is a former board member of the West Michigan Chapter of the International Society for Performance Improvement. Jennifer invites you to join the conversation at her blog, The People Equation.

Dear Office Politics,

I have noticed an employee of mine tends to play office politics. She seems to be a work “avoider” and not quite yet a team player, yet clamors for a promotion within a few months. She seems to take a shine to certain people and is overall very friendly, but seems to have favorites.

Because of this, she tends to get herself involved in conversations and somehow finds out information that is none of her business – i.e. she knows who is getting promoted before any of us managers do. She has nosed in on conversations she doesn’t belong in (finding out how much someone else makes). She has exceptional technical ability which is great, but I need to channel this negative energy somewhere else.

I know that giving her more work and some extra challenges will help her, but she seems to have no interest in taking on anything more than what is hers. She claims not to have time, yet I see her on Twitter and Facebook, and talks to people a lot. So, what else can I do? I know that I need to sit with her and discuss why nosing into other people’s business will ultimately hamper her career, but an opportunity hasn’t presented itself just yet. I hate to bring this up before I need to. Ultimately what she is doing will place her in a bad spot in certain peoples’ eyes, and I don’t want that for her. I need to take this diamond in the rough and make her sparkle a bit more. I think this issue ultimately goes to work maturity. I have painted broad brushstrokes in my conversations with her thus far about leadership, which will set the tone for when I have to step into some of these more political situations, as I think it is ultimately a matter of time.

Any thoughts on where to start, an insight would be most helpful to me.

Thanks,

Seeking a Transformation

Follow-up letter from Seeking a Transformation
Thank you, your insights would be most helpful, she is truly as I describe, a diamond in the rough and I see that in her. I hope my insight is helpful in describing my problem of the transformation process and how to approach it from a coaching/mentoring perspective as I feel that she is very sensitive. The other fact to consider is that I feel she needs/wants special attention and clearly I can see she wants to be my favorite but hasn’t earned that spot yet. I think I hit the nail on the head with work maturity. Coming from my perspective, I understand where she is, maturity wise, just not sure how to get what I want out of her and of course, her willing cooperation. She had a favorite boss she had to give up for little old me, who of course, wants to help her but she doesn’t see that quite yet.

OFFICE-POLITICS REPLY BY GUEST ADVISER JANE PERDUE

Dear Seeking a Transformation,

It’s obvious that you’ve put much thought into assessing the situation between you and your “diamond in the rough” employee, and you are spot on correct that action is needed. There are several critical elements to address in your coaching plan for her – regular communications, performance management, career development and feedback – that will create alignment between your desires and her motives, values and goals.

Seize the moment and provide timely feedback. Your employee is obviously well networked with the local grapevine given that she has many people to talk to plus access to advance knowledge of promotions and is aware of other’s pay rates. It’s human nature to want to know things – even better to know them ahead of time! – and to share that knowledge. If the culture of your organization frowns on spreading grapevine gossip let her know that. Help her understand that participating is potentially detrimental to her career and isn’t considered leadership behavior.

You say the opportunity to talk with your employee about this hasn’t presented itself. As her boss, make – and take – the opportunity to speak with her as soon as possible regarding the potential negative impacts of sharing inappropriate information. Since you voice your concerns that her behaviors will position her in a bad light “in certain peoples’ eyes” and that it’s “ultimately a matter of time” before that happens, it’s your leadership duty to be proactive in helping her avoid such a career disaster. Given your firm’s culture, it’s possible that her behaviors could cast a negative light on your leadership abilities as well – so another reason to meet post haste!

Make the connection. Based on her technical skills, her fondness for social interaction (Facebook and Twitter) and her desire for quick promotional opportunities as you’ve described them, is it possible that there are some generational differences at play here as those attributes are common with Gen X and Y’ers? If so, the two of you must have an in-depth chat sooner as opposed to later so you understand her motivations and she gets to know yours. Fostering transparency of intentions is an excellent foil for blunting manipulative office politics.

Jointly define performance management goals. You describe your employee’s job performance as “seems to be a work avoider, not quite yet a team player, claims not to have time, and talks to people a lot.” I’ve added the italics to pinpoint areas where you should define specific measurable tasks and observable behaviors that are shortcomings from your perspective. Is your view that she avoids work based on incomplete assignments or a lack of initiative? Has her task load increased? How much of an average work day does she spend on Facebook and in talking to others? Does she speak with others purely for social reasons or are there work-related reasons? Do you expect her to volunteer to take on extra duties and she hasn’t done so? Regardless of the source of your concerns, you need to define your specific expectations, and then engage in a positive discussion with your employee to understand things from her viewpoint and mutually agree to a course of action.

Discuss, define and plan for her career development. In your letters, you describe your employee as having exceptional technical ability and being a “diamond in the rough,” so you must believe her to be a high potential member of your team. Does she know this? If not, make it so! Identifying and then developing what your employee does best is a win-win outcome: positioning her for career growth as well as positioning you as a supportive boss. Your time and attention to growing her skills should go a long way toward helping her understand that you are sincerely interested in her and in advancing her career. If promotions within your organization are based on work that’s goes above and beyond one’s current job description, you must share that information with your employee as she may not be aware of the requirements for getting ahead. If taking an interest in anything more than what is her job is prerequisite of yours for promotion, share that with her as well. The two of you need a “meeting of the minds” so you clearly understand what her career objectives are and so that she understands what work outputs and behaviors you expect. As a leader, the responsibility for creating and sharing clearly defined expectations rests squarely with you.

Communicate, communicate, communicate! It appears that your employee has already created a network of contacts and relationships within the organization. Now’s the time for you to establish a system of regular and ongoing two-way dialogue between the two of you that will set the stage for you to disclose your thoughts, views and feelings as well as for your employee to reveal hers. Regardless of what generation an employee belongs to, having regular communications with the boss is crucial for establishing trust and for understanding one another.

You say you’ve “painted broad brushstrokes…about leadership.” Have you confirmed with her employee that she understands your meaning? Many of us hear what we want to hear, sometimes missing the intended message. So it’s important for the message deliverer – that’s you! – to close the loop and confirm understanding by asking clarifying questions.

In several sections of your letters, you use the phrases “I think” or “I feel” when addressing your employee’s situation. Aim for establishing such genuine communication rapport with her that your “think” and “feel” phrases are replaced with “I know.” Tactfully asking probing questions to clarify your thoughts is vital for removing assumptions that may get in the way of authentic communications.

Assess your leadership style. You say “I can see she wants to be my favorite but hasn’t earned that spot yet” and “she had a favorite boss she had to give up for little old me.” While every boss (myself included!) knows which employees on his/her team are the “go to” and high potential players, having a known favorite has the potential for creating unnecessary internal conflict and competition. As for referring to yourself as “little old me,” be proud of your accomplishments.

Working collaboratively with your employee to set and share clear expectations, to provide timely feedback, and to proactively manage her job performance will set you apart as a boss people want to work for and will positively assist you in transforming your “diamond in the rough” employee to a star performer.

Thank you for writing to OfficePolitics.com.

Warm regards,

Jane Perdue

About Jane Perdue, MBA
Jane Perdue, MBA, CEO and founder of The Braithewaite Group, is a leadership consultant, coach, speaker and author who challenges your thinking at the intersection of the art of leadership and the science of business. The Braithewaite Group, is a small female-owned professional development and leadership consulting firm focusing on that exquisite but rare business balance between head and heart.

Jane’s career includes 20 years of executive level leadership, with 15 of those years spent as a Vice President for Fortune 100 companies. She writes a job coach column for the Charleston, SC Post and Courier and has made speaking and TV appearances discussing leadership, purpose, power and performance. Jane works with organizations and individuals to bring a sense of fun, adventure and limitless possibility — along with creative and playful thinking — to leading people, achieving common visions, delivering results and being our personal best.

Would you find it unusual if Casual Friday meant that everyone could strut around in their underwear? That’s the question being asked in this humorous (and far-out ad)  from a U.S. employment website…

By Franke James, Author of Dear Office-Politics

In real life, the corporate culture of your workplace may not be so evident…. To really understand what’s going on, you may want to assume the role of a social anthropologist. Get curious and study your coworkers just like an impartial scientist. Reserve judgment on their habits and just take (mental) notes.

What are the customs of your coworkers? How do you react to them? Do they seem weird — or smart? Will you adopt their habits so you do fit in? Or scoff at them? The “Casual Friday” YouTube video below is part of a contest by Careerbuilder.com. Take a look at it, and analyze the underlying message. What is it telling us about social customs?

Decoding what your corporate culture is — and how (and if) you want to fit in, is critical to a successful career.

What seems odd to outsiders, may just be a matter of habit. Watch this YouTube comedy video about Ontario, Canada residents who get their milk in plastic bags — not jugs or cartons. Is it a better way? More environmentally-friendly? More sanitary? Or just plain weird?

If you were to make a video about the habits of your coworkers, what would you choose?

Let us know, so we can share in the laughter — or maybe learn a new way of doing things… Celebrate differences and turn the world (and your workplace) on its head!