by Jane Perdue | Leadership
Hubby and I have a difference of opinion.
It certainly isn’t the first time this has happened, nor will it be the last.
(After all our years together I feel pretty darn confident making that prediction! But, of course, I’m been wrong so many times before!)
What’s fascinating this time around is that we’re endorsing the opposite of what people who know us would expect.
Note: the root of the content of this post is in politics yet it isn’t about politics! It’s about believing/embracing/accepting that it’s OK for adults to play.
Work or play?
Hubby says it’s inane for the President to complete his NCAA brackets. Says the president he has more important things to do. Says doing so diminishes the power and authority of the position.
I say it’s perfectly appropriate for the President to do his NCAA basketball brackets because of all the important things he has to do. We’re leaders who have a job to do and human beings who have a right to be ourselves. To let the gravitas of a position dictate that the holder of the role can’t play or have fun is just so limiting, so unrealistic.
(Insightful note: I’m the workaholic in this relationship and must confess that it took years for me to get to this point of view.)
Must leaders be all work and no play?
Is it unprofessional to have fun?
Do share your thoughts!
Image source: morgueFile.com
by Jane Perdue | Be your best you
“Hello, Jane Perdue speaking.” (I had a boss early in my career who required us to answer our phones this way. The habit stuck.)
“Is Jane Perdue there?”
“This is she. How may I help you?”
“I want to speak with Jane Perdue.” (Tone of voice is annoyed and demanding)
“This is she. How can I help?”
“You’re Jane Perdue? Really? I didn’t hear you say Jane Perdue.”
“Really and truly! You have Jane Perdue on the line. And you are…?”
“Are you sure you’re Jane Perdue?” (Tone = no way, quit joking)
“I’m absolutely sure. How can I help you?”
“Well, if you’re really Jane Perdue…”
** big sigh **
Power of first impressions
First impressions are so important and so tricky.
Important on the sending end because you want to make a good one. Tricky on the receiving end because you don’t want to be judgmental and wrong. Which I nearly was.
My first impression of the caller wasn’t favorable—low listening skills, low receptivity, a little combative, may be even a little haughty. Would it have been easy to conclude that my initial assessment was accurate? Yes, absolutely. Would it have been right? Not in the slightest.
Do what you gotta do to be curious
And that’s…
Challenge assumptions.
Did I have enough information to draw a viable conclusion? Not even close. What came across as haughtiness was incredulity that I had answered my own phone.
Gather more data points.
One brief encounter may not be indicative of a pattern of behavior. The caller admitted to not listening at the beginning. His expectation was that someone would answer my phone for me, so he had tuned out.
Look for context.
Do you know enough about the background, environment, setting, situation, etc. to have a full picture of the facts? The caller’s context was that he would have to go through an assistant to reach me. I expected him to be fully present in the moment.
Are you making the “facts” fit the story?
I loved the boss who taught me this way of answering the phone as a way of gathering insights into how well someone listened. Yet his rationale imprinted a distinct point of view in my mind about a caller’s listening abilities which is something I now must need to be perpetually mindful of.
What other counsel would you offer for being a curious leader instead of a judgmental one?
Image source before quote: Gratisography
by Jane Perdue | Power
Influence and intentions. Power. Leadership. Choice. Character.
That’s some pretty potent stuff.
Stuff that’s inextricably linked for leaders who want to play positive office politics.
Not sure you want to play?
Read on!
Office Politics Research
In 2005, Gerald R. Ferris, Sherry L. Davidson, and Pamela L. Perrewe co-authored Political Skills at Work: Impact on Work Effectiveness, a book which was the culmination of more than 15 years of research into office politics.
According to Gerald Ferris,
Politically skilled managers are masters of four behaviors: social astuteness, interpersonal influence, networking ability and apparent sincerity.
Influence impacts both our professional and personal relationships. When used on the win-win “light side of the force” (as opposed to I win-you lose manipulation), having influence can distinguish you as a great formal or informal leader. Influence is determined by one’s ability to make an appeal for action based on logic, emotion or a sense of cooperation, or some combination of all three.
Do You Have What It Takes
Positive influence, i.e., the ability to get work done with and through other people, is a critical skill for leaders to have in their toolkit.Some outcomes fall within your realm of direct control, others won’t. For those outcomes for which you don’t have total responsibility, a leader’s power influence can be invaluable to shaping results.
As a manager who empowers others, you will act as a colleague more than a boss, relying on influence, respect and relationships to work with employees. ~Jamieson and O’Mara (1991).
Influence and Intentions
To assess your influence skills, do a little self-audit:
• Can I get people to move, to act, to get things done?
• Am I capable of gaining support from others to drive outcomes?
• Can I inspire others to act?
• Do I have the ability to create meaningful and mutually beneficial relationships?
• Can I persuade other people to become my champion?
• Can I engage someone’s imagination?
• Do I get results through and with people?
• Is my word and/or my involvement sufficient to make something happen?
• Do I have the personal power to shape outcomes and cause things to happen?
• Do others actively seek out my counsel?
Truly excellent influencing skills require a healthy combination of interpersonal, communication, presentation and assertiveness techniques. It’s about adapting and modifying your personal style when you become aware of the affect you are having on other people, while still being true to yourself — and without manipulating others. Behavior and attitude change are what’s important, not changing who you are, how you feel and think, or what you do.
Amping Up Your Win-Win Influence
1) Be a perceptive observer.
Know what is going on by watching, asking and validating your observations. Tune into the cultural dynamics. Learn how to comprehend social situations, e.g. what nonverbal communication is telling you or what elephant remains in the room.
2) Be a broker of ideas and information.
Know your job, your organization and its culture inside and out — and educate others, share what you know. Establish allies and stakeholders who share a win-win interest in mutual outcomes.
3) Engage, involve and communicate.
Freely share data and information. Invite and encourage participation. Actively listen to what people are saying. Pull people to your ideas then push those ideas through to other people.
4) Be self-aware.
Understand how others perceive you. Know your strengths, your limitations and play to what you do best. Be there when people need you. Be persistent (in a good kind of way!). Say thank you. Help BEFORE someone asks (use those actively listening skills!)
5) Give, give, GIVE!
Never estimate someone’s desire to leave a mark — and help them to do so.
6) Let go.
If you have a hidden agenda for I win-you lose, influence is impossible. You must sincerely have the other’s best interest at heart if you hope to interact with them and affect their behaviors. As John Maxwell says, “People don’t care how much you know until they know how much you care.”
7) Don’t be a conversation or credit hog.
Don’t force your ideas on people. Know what they want, watch their reactions and support them through conversation so they see the issue, the answer, the outcome, etc. for themselves. If they end up thinking it’s their idea, so much the better. Don’t let your ego stand in the way of positive win-win outcomes.
As you consider building positive win-win influence expertise, what other behaviors would you add to this list?
This is the fourth and final post in the Playing Office Politics series – a collaborative endeavor between Jennifer V. Miller, Mike Henry Sr., Susan Mazza and myself. We hope you’ve enjoyed it!
by Jane Perdue | Workplace tips
Office Politics.
Ewwwwwwww, you say, thinking of those smarmy, lying, back-stabbing, kiss-up, brown-nosing, schmoozing manipulators who play the game by one rule and just one rule…I WIN, YOU LOSE.
Right??
In its very worst connotation, office politics represents influence and power gone awry.
If you’re like Mike, Susan, Jennifer and me, I’m guessing that many of us have experienced bad office politics via a two-faced someone operating on the “dark side of the force” and have a favorite horror story to tell.
While it’s a lofty dream to hope that someday all leaders will play from a win-win perspective, that’s unfortunately not the reality in many workplaces. The plain truth is that office politics are here to stay; and, based on a fascinating study done by the University of Florida, can be played nice.
Nice?
Really??
Really!
How to play office politics the nice way
The study revealed that adept leaders do politics competently – and nicely – and are never accused of playing politics.
In 2005, University of Florida Professor Gerald R. Ferris, Research Scientist Sherry L. Davidson, and Professor Pamela L. Perrewe co-authored Political Skills at Work: Impact on Work Effectiveness, which was the culmination of more than 15 years of research into office politics.
Their findings?
If you have political skill, you appear not to have it. Truly skillful execution of the behaviors associated with politics is usually perceived as genuine, authentic, straightforward and effective.
Politically skilled managers are masters of four behaviors: social astuteness, interpersonal influence, networking ability and apparent sincerity.
Leaders who are not politically skilled come off as manipulative or self-serving.
Any time there are scarce resources, competing interests and ambiguity (sound like most work places?), office politics will exist. The key to success is playing with a win-win orientation versus an” I win-you lose” mindset.
Championing a cause, seeking budget for additional headcount, inspiring an up-and-comer on your team, persuading your boss to let you lead the special project – occur regularly in our jobs and require influence, relationships and social awareness to execute.
Office politics is the art of building relationships that will help you and your team accomplish more than you could on your own. ~Mitchell Kusy, Ph.D, Manager’s Desktop Consultant
A year ago, Mike Henry, Susan Mazza, Jennifer V. Miller and I partnered to produce a month-long four-part blog series addressing the competencies needed for leaders to play “Positive Office Politics.”
Given the ongoing relevance and reality of office politics, we’re repeating the four-part series this week beginning tomorrow.
Enjoy and let us know what you think!
Image source: Gratisography
by Jane Perdue | Women
I love holidays and yet I don’t love holidays. Like today—International Women’s Day.
Huh?
On one hand I love the celebration and spirit of community that comes with holidays. There’s camaraderie and fun and love and shared experiences.
Yet on the other hand, holidays can be an easy-to-use remedy if one forgets to regularly tell Mom or Dad that you appreciate them or you forget to thank your assistant often enough.
Either way, holidays are symbolic. Symbolism is important. So are day-to-day practices.
International Women’s Day
Today, women across the globe are celebrating the 100th International Women’s Day.
There’s press coverage.
Speeches will be given, and articles written.
Some women will be standing in solidarity on bridges at noon.
It’s a day to both celebrate advances and reflect on the gaps yet to be closed.
All this is good. It shines a light on gender equality issues.
What’s even better is keeping that light shining tomorrow and the day after, and the day after. Keep women’s issues front and center as business and societal issues, not just women’s issues.
5 ways for women to step into their power every day
Some proactive things women can do to keep the light shining every day:
- Reach out to a young woman and offer to be her mentor or sponsor
- Start a women’s initiative at your organization
- Join a mastermind group and share learnings, experiences and gain confidence
- Find two colleagues and partner up to practice the Rule of 3
- Ask a female co-worker to lunch and get to know one another. Keep widening the circle.
What other ongoing activities do you want to add to the list?
Image source: morgueFile.com
