organisational savvy - navigating agency politics with integrity
TRANSCRIPT
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B R A N D O N P A R T N E R S
Central Region/Southern Region Training ConferenceJune 10-13, 2012
org nizationalvvys
a
based on the Wall Street Journal Best SellerNavigating Agency Politics With Integrity
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BRANDON PARTNERS gratefully acknowledges the research of Dr. Martin Seldman and Dr. Kelly Reineke in the development of the Organizational
Savvy model which contributes the core constructs for this jointly copyrighted workshop design. We value our win-win partnership with Seldman
Executive Development and appreciate their thought leadership and support.
BRANDON PARTNERS and SELDMAN EXECUTIVE DEVELOPMENT, 2005
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Organizational Savvy
BackgroundThis keynote address is designedto help IPMA-HR professionalsto take the next step in theircareers, better sell their ideas, andmake an even greater impact inthe demanding, competitive, andincreasingly political climate of
organizational life that characterizeseven the healthiest of governmentagencies and companies.
This session uses the OrganizationalSavvySelf-Assessment, dynamic
presentations, discussions, theoptional text, Survival of the Savvy,
and application emails to meet thepractical goals on the right.
If theres an agency
survival of the fittest,
it pays to recognize our
political blind spots
so that our intellect,
ideas , and results
have a fairer chance of
receiving recognition,
credit, and reward.
-Rick Brandon, Ph.D.
Author, Survival of the Savvy
Organizational Politics:informal, unofcial, and sometimes behind-the-scenes efforts to gain
inuence, sell ideas, impact the organization, increase power, or achieve other targeted ends.
Session Goals
To defuse any upset, denial, or discomfort you have about the reality oforganizational politics.
To see the dangers of political blind spots and recognize clues you may
be naive about the role of organizational politics in your success.
To understand various political styles strengths and risks, their attitudes
about power, politics, and inuence, and how to inuence each style.
To recognize a power-driven, politically motivated colleague or boss, or aunder-political and marginalized boss, so you can protect yourself.
To identify 13 practical, non-manipulative strategies for practicing
ethical politics and to assess your strengths and growth areas.
Rev 5-11-2012
Navigating Agency Politics with Integrity
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Slides
Discussing Organizational Politics Differently...
OPENLY
POSITIVELY
OBJECTIVELY
Are you living on a river in Egypt...DENIAL??!
Organizational Politics:A Value-Free Definition
Informal, unofficial and sometimes
behind the scenes efforts to gain
influence, sell ideas, impact the
organization, increase power or
achieve other targeted ends.
POSITIVE OR NEGATIVE?
Naked, Self-Interest?or
Company Interest?
The Ends:
What Can I Get Away With?or
What is the Right Thing to Do?
The Means:
Session Agenda
Overview,Reactions, and Business Rationale
Political Styles: Strengths and RisksBringing the Political Styles to Life
Organizational Savvy Skills Assessment
This is a Work-Shop... work hard today, but shoparound: try on these ideas and take what fits, leavingthe rest on the rack!
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Baseline Reactionsto Key Concepts
Purpose
To surface your natural reactions
to several concepts that form thecornerstones of this program.
DirectionsYour presenter ask you to becomeaware of your immediate thoughtsand feelings about the constructs
listed on the right. Withoutcensoring, please jot down the
exact words, phrases, and responsesthat come into your mind. Includeemotional reactions and yourinternal self-statements.
Call Out and Jot Down Your Honest, Gut Reactions to:
Organizational Politics
Power
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Slides Key Points and Notes
Two different world views, each with a differentmoral compass, each with a different calculus for
evaluating ideas or being influenced.Two Political Styles
Power of Ideas(Less Political)
Substance Power
Focus on Feedbackand Learning
Highlights Integrity
More OpenAgenda
Meritocracy-BasedDecisions
Results & Ideas Speakfor Themselves
Power of Person(More Political)
Position Power
Focus on Imageand Perceptions
Highlights Success
More PrivateAgenda
Relationship-Based Decisions
Balanced Self-Promotion
1
2
3
4
5
6
A North Star
Influence in Your JobOrganizational ImpactCareer Satisfaction & GrowthRole Credibility
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Purpose
To assess Political Style strengthsto see if you identify more withthe Power of Ideasor Power of Personstyle.
DirectionsCheck mark () each item thatdescribes you reasonably well. Ifit doesnt apply, leave it blank. Foreach of the Six Dimensions, eyeballyour markings and then circle which
side of the Dimensionseems to tyou more. For some Dimensions,youmay have to circle both sides, buttry to choose one or the other.
Which style might you be? How farto the Right or Left are you?
Power of Ideas Style Power of Person Style
Less Political More Political
Style Strengths Finder
1
2
3
4
5
6
Power of Ideas Style (Less Political)
SUBSTANCE POWER__ 1. Passion & Focus on Ideas
and Results
FOCUS ON FEEDBACK& LEARNING
__ 2. Genuinely Seeks Feedback
__ 3. Treats Others Mistakes
Non-Punitively
__ 4. Builds Feedback Rich
Environments
HIGHLIGHTS INTEGRITY__ 5. Integrity and Unwavering Moral
Compass
__ 6. Team & Company GoodOver Self Interest
__ 7. Respects Proper Channels and Rules
MORE OPEN AGENDA
MERITOCRACY-BASEDDECISIONS
__ 10. Believes Good Work Will Be
Rewarded
__ 11. Promotes Others For Work vs.Friendship
__ 12. Avoids Distracting Political
Maneuvering
RESULTS & IDEAS SPEAK__ 13. Humility & Soft Selling
__ 14. Head Down, Does the Job
Power of Person Style (More Political)
POSITION POWER__ 1. Street-Smart About Power
__ 2. Senses Reactions, Aligns with Power
__ 3. Uses Position Power for Good
FOCUS ON IMAGE& PERCEPTIONS
__ 4. Knows Others Perceptions
__ 5. Plans Strategy to Improve Reputatio
__ 6. Excels at Presenting and Packaging
HIGHLIGHTS SUCCESS__ 7. Can-Do Spirit: Seeks Achievement
While Retaining Integrity
__ 8. Politics as theArt of the Possible:
Will Compromise Ideas, Not Ethics
__ 9. Knows How to Work the System of
Formal and Informal Rules
MORE PRIVATE AGENDA__10. Strategic & Prudent with Agenda
__11. Verbal Discipline vs. Naively Blunt
RELATIONSHIP-BASEDDECISIONS
__ 12. Loyalty and Strong Alliances Are Ke
to Efciency and Effectiveness
__ 11. Promotes Others For Work vs.Friends. Avoids Distracting
Political Maneuvering
BALANCED SELF-PROMOTION__ 13. Self Condently Shares Strengths
__ 14. Sells Ideas & Self with Boldness
__ 8. Open, Honest, and Up-Front
__ 9. Trust and Good Faith in Others
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Slides
Organizational Savvy: A Wide Range
Ove
rlyPoliti
cal(
OP)
Und
er-Politi
cal(UP)
The Power of Savvy ZoneInfluence & Impact with Integrity
{
LP-4 LP-3 LP-2 LP-1 MP-1 MP-2 MP-3 MP-4
Bord
erlin
e
Ove
rlyPolitic
al(BOP)
MorePo
litic
al
MorePo
litic
al
Less
Politic
al
Less
Politic
al
Bord
erlin
e
Und
er-Politic
al(B
UP)
POWER OF IDEAS POWER OF PERSONUnder-Political Overly-Political
Any Style Strength Can Be a Risk If...
Too extreme
Too constant
Exaggerated
At the wrong time
Inappropriately used
Any virtue carried to the
extreme can become a crime.- Alexandre Dumas
The Count of Monte Cristo
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Political PosturesTracking the Risks of Extremes
PurposeTo surface ideas about the potentialrisks of adopting the two primarypolitical postures in a company, so
that a balanced perspective aboutthe material results. To positionboth extremes of the Organizational
Savvy Continuumas problematic andas areas that are usually wise toavoid.
DirectionsSince any strength exaggeratedbecomes a risk or even a weakness,use the Style Strengths Finderon
Page 5 to imagine the problemswith being extreme on either sideof the two style dimensions.
Your presenter will lead you insurfacing ideas about the dangers
and liabilities of being someonewho is rigidly holds either of thePolitical Styles just presented. Youcan jot further notes about eachstyles weaknesses to the right.
Ancient European Curse:
May you be blessed
with a great idea and no
one to implement it.
Dangers and Risks for the Power of Ideas
(All Substance) World View:
Dangers and Risks for the Power of Person(All Image) World View:
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Power of Ideas Risks (Under-Political)
Under-estimated
Insufficient Network
Blind Spots About Image
Lacks Verbal Discipline
False Comfort & Easily Deceived
Holier Than Thou
Missed Opportunities
If youre pointing at someone else to blame them,just remember there are still three fingers pointingback at yourself!
When power or integrity is put on a pedestal,remember that pedestals can be very shaky thingsto stand on.-Rick Brandon, Ph.D.
Slides Key Points and Notes
CEO Disease: If youre in power youre probably not as
smart, good-looking or funny as you think you are.Martin Seldman, Ph.D.
Power corrupts. Absolute power corrupts absolutely.Lord Acton
All animals are created equal, but some animals aremore equal than others.The Pig in Animal Farm, by George Orwell
Power of Person Risks (Overly Political)
Power Trips and Ego Trips
Fall From Grace
Pedestals Can Topple
Blindly Obvious Behavior
Cronyism
Disaster Waiting to Happen
Lack of Professional Growth
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Getting Practical(Resource) Bringing the Political Styles to Life
PurposeTo help you view yourself andyour work world within thecontext of the principles of
politics and power being discussedin this workshop, so that you canmove from abstract theory to yourown life and practical applications.
Directions
On the Organizational SavvyContinuum, roughly estimate whereyou would place the people andorganizations suggested. You maychoose to make additional noteson the next page.
Place on the Organizational Savvy Continuum:
Yourself today
Yourself at other times in your life
Your boss
Various colleagues
At least one or two reports or individual contributors whom
you view as being power-motivated, even though they may notpossess actual position power
The culture or identity of your immediate organization or
functional area
The culture or identity of your business within the larger
enterprise
The culture or identity of your overall enterprise
People from your past who were key in forming your beliefs
and values about power, politics, self promotion, etc.
Do you abandon the
air waves? Do peoplesee your handpr int
enough? Where do you
fall on the Organizational
Savvy Cont inuum?
-Rick Brandon, Ph.D.
Power of Savvy ZoneInfluence & Impact with Integrity
Power of Ideas Power of Person
Organizational Savvy Continuum
{
UP BUP LP LP MP MP BOP OP
LP-4 LP-3 LP-2 LP-1 MP-1 MP-2 MP-3 MP-4
Author, Survival of the Savvy
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Key Points and Notes
Bumper Stickers, Slogans, Quotes?
Learnings?
Perspectives?
Ahas?
Conclusions?
Whats It AllAbout?
Slides
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Power of Person
Political Style Assessment Summary Sheet
Moral indignance aboutpolitics, acts rashly.
Hates, rejects all politics
and as a result is under-estimated.
Low prole, submissive,
can be self-less victim
without a sufcient
network.
Wont network or self-
promote, avoids functions.
Unaware of Buzz
reputation, perceptions ofself/unit. No conscious
plan to manage theairwaves.
Nave, too open with
agenda, lacks verbal
discipline, goes onpeoples lists.
Holier Than Thou
with values, self-righteous
integrity and cliques basedon morals.
Rigid about being right,
can be overly pushy withideas.
Takes blame, may hurt
oneself or team for good
of company
Blind loyalty and false
comfort, when othershave not earned trust.
Easily deceived.
Can have myopic or tunnel
vision, may not detectsabotage.
Rigid about red tape and
respect for channels,missed opportunities bynot working the system.
Under-Political Influence, Impact, Integrity Influence, Impact, Integrity Overly PoliticalLP-4 LP-3 LP-2 LP-1 MP-1 MP-2 MP-3 MP-4
Will enter the political arena but
as a means to an end, not quite as
smooth in these skills.
Uses substance, values and resultsto inuence others since power is
dened as substance.
Believes ideas, logic, quality,
aesthetics, & results are compelling.
High-integrity focus on doing the
right thing for the company, others.
Relies on facts, logic, ideas, and
intuition to build case.
Focus on continuous improvement
and ongoing feedback, less polished
or natural presenter.
More open with agenda but does
not naively blurt out.
Goes through proper channels and
protocol. Respects position.
Success through track record of
good ideas, results, and credibility.
Trust in the meritocracy, rewards
results.
Makes decisions based on merit and
ideas, then factors in relationship,
avoiding complacency and ensuring
loyalty is earned.
Quick to give others credit, shows
humility, which gains loyalty.
More aware of the work itself than
how its perceived.
May risk self to confront a hidden
agenda, wisely or not.
Sees politics as a necessary evil and
reluctantly copes.
Builds credibility image through
ongoing accomplishment, may
attend functions more reluctantly.
Stays behind the scenes.
Lobbies, not broadly or strategically.
Gives people the benet of the
doubt. Waits to play tough as last
resort.
Active in the political arena, nds
energy and adrenalin in the game.
Uses exposure, position, and
networks to inuence since poweris dened as position and turf.
Believes image and perception are
compelling.
Focuses on success, can-do spirit,
and achieving.
Relies on coalitions, networks, and
opinions to build case.
Focus on effective presentation
and packaging, less diligent about
incorporating ongoing feedback.
More strategic, private with own
agendas as is appropriate.
Knows how to work the system
without fouling or cheating.
Success through networking and
diplomacy.
Knows that decisions can be made
based on many factors.
Makes relationship-based decisions,
so loyalty and partnerships are
paramount, then competence and
substance.
Fairly promotes own contribution,
and also shares credit.
Knows corporate buzz,
perceptions of self and the team.
Respects ego around turf & hidden
agendas, wisely or not.
Sees politics as a positive force and
embraces power.
Networks and builds natural power
base and image. Spends time
shaping perceptions and reputation.
Skillfully lobbies ideas before
meetings.
More cautious about possibility of
sabotage and plays hardball if
needed.
Power trips. May be
aggressive, dismissive ifdoes not respect your
power or connections. Too slick in working
around the system,working special deals
behind the scene.
So into being a player
and power mover, createsdistrust, pedestals can
topple.
Can manipulate or
constantly maneuver.
Hypersensitive about egoand turf. Blames and uses
excuses, blindly obvious.
Claims credit and brags.
Cronyism, unfair favors to
friends.
Good Old Boy-based
decisions, not based oncompetence, over-loyal.
Colludes, forms
exclusionary coalitions.
May sabotage others.
Chameleon, changes views
for personal gain.
Has a hidden and self-
interest-driven agenda.
Looks out for personal
gain even if not good for
the company, self-ish.
Disaster waiting to
happen, scandal potential.
Over-Conscious of theCorporate Buzz.
May have few of
own ideas, too little
professional growth.
Power of Ideas
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Slides
Avoid Pendulum Swings to Extremes
Impact with IntegrityInfluence andEthics
Power of IdeasAll aboutSubstance
Power of PersonAll about
Image
TargetZone
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Integrating Ethical Politics:Targeting Savvy Skills
Knows the Agency Buzz
Studies Politics
Savvy Attitudes
HandlesSabotage
CHARACTERSTRATEGIES
Ethical Lobbying
Savvy Communication
Enhances Power Image
Balanced Self-Promotion
Essential Networking
Manages Perceptions
1
2
3
4
5
SKILL
SETS
6
7
8
9
10
11
12
13EXTERNALS
KILLS
INTERNALSKILLS
PROTECTIVESTRATEGIES
PROACTIVESTRATEGIES
AWARENESSSTRATEGIES
DetectsDeception
Performance Integrity
Personal Integrity
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PurposeTo point the way towards targetingareas of political savvy for you toimprove and to preview the skillswe will develop the rest of todayand tomorrow.
DirectionsPeruse yourAssessmentresults anddiscuss the questions to the right inPairs or Trios.
Savvy Skills AssessmentDiscussing Your Assessment Results
Questions for Debriefing Your AssessmentResults
1. My strengths and skill sets to leverage...
2. My areas for improvement and skill sets to develop...
3. Ways that Ive under-utilized a skill set...
4. Ways that Ive over-utilized a skill set...
5. Skills vital given my role or function...
6. Skills important given my agencys organizational culture,business strategy, or emerging changes and directions...
7. My important learning from theAssessment...
8. I am still unclear about...
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Organizational Savvy Skills Pyramid
Knows the Agency Buzz
Studies Politics
Savvy Attitudes
HandlesSabotage
CHARACTERSTRATEGIES
Ethical Lobbying
Savvy Communication
Enhances Power Image
Balanced Self-Promotion
Essential Networking
Manages Perceptions
1
2
3
4
5
SKILL
SETS
6
7
8
9
10
11
12
13EXTERNALS
KILLS
INTERNALS
KILLS
PROTECTIVESTRATEGIES
PROACTIVESTRATEGIES
AWARENESSSTRATEGIES
DetectsDeception-
Performance Integrity
Personal Integrity
Slides
Know Your Buzz
Ask Others
Listen to Comments
Know Your Strengths & Growth Areas
Observe How Youre Treated
Guess Based on Stereotypes
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PurposeTo open the door to managethe Corporate Buzz on youmore proactively by making aneducated guess about how youare perceived your corporatereputation.
Directions1. Read Survival of the Savvy,Chapter 8, Knows the Corporate Buzz.
2. Next, answer these questionsabout your corporate reputation.
Later, return to these thoughts andphrases, and esh out a strategy for
shaping new Buzz and reputationswhen you read about tacts toManage Perceptions.
Know the Corporate Buzz(Back-Home Resource) Worksheet
Jot Notes about the Corporate Buzz on You
1. How do people inside your immediate functional organizatioperceive you? What positive or negative Buzz mightaccompany your name?
Positive Negative Positive butLimiting
2. How do people outside your immediate functionalorganization perceive you? What is the broader CorporateBuzz on you?
Positive Negative Positive butLimiting
3. How does the company tend to view your overall functionalarea?
Positive Negative Positive butLimiting
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Networking ...the deliberate process of
exchanging information, resources, support, andaccess in a way that creates mutually beneficial
relationships for personal and professionalsuccess.
-Making Your Contacts Count Anne Baber & Lynn Waymon
Essential Networking:
Network Mapping
Organizational Savvy Skills Pyramid
Knows the Agency Buzz
Studies Politics
Savvy Attitudes
HandlesSabotage
CHARACTERSTRATEGIES
Ethical Lobbying
Savvy Communication
Enhances Power Image
Balanced Self-Promotion
Essential Networking
Manages Perceptions
1
2
3
4
5
SKILL
SETS
6
7
8
9
10
11
12
13EXTERNALS
KILLS
INTERNALS
KILLS
PROTECTIVESTRATEGIES
PROACTIVESTRATEGIES
AWARENESSSTRATEGIES
DetectsDeception-
Performance Integrity
Personal Integrity
Slides Key Points and Notes
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(Optional) Network Mapping
PurposeTo create a schematic depictionof your various workplace and
professional relationships whichform the fabric of your EssentialNetworking and to pave the way forwidening and deepening this valuableasset.
Directions1). Read the DenitionsandGuidelines in the rest of this Activityfor constructing your Network Map.
2). Create a Network Map on one ofthe following pages. Use the diagramson the next pages to name key
people, their Assets, your ObjectiveinNetworking, and key Linksbetweenpeople.
[Note: Your facilitator will guide youin mapping your Network and mayprovide time to do so, along withdiscussion during this workshop. If
not, we urge you to practice on yourown.]
DEFINING NETWORK MAPTERMS
Objective-Each Network Map is helped by an objective for thatMaps relationship-building, since the people you include and movewithin your Network depends upon what youre trying to achieve. While
you may have a broad sense of everyone in your general network, itsa bit overwhelming to map all these people. But for a specictargetedpurpose, you can more readily identify appropriate people for your Map.
Assets-Each person provides you with potential benets that you cancode as: (I) Information, (R) Resources, (S) Support, and/or (A) Access.You may jot down the specics for each, while some people just keep inmind whatAssetsare provided.
Links-As you complete Steps 5 & 6 in Network Mapping (see reversepage with Guidelines to strategize moving people further inside yourNetwork Circles), include existing and desired Linksand relationships
between people, so that you can leverage these connections andsequence your relationship-building, as youll also do in EthicalLobbying.
Network Circles-These are increasingly valuable levels ofrelationship within your Network, with the innermost circles providingthe greatest support. These terms are borrowed fromMaking YourContacts Count, by Anne Baber and Lynn Waymon.
Acquaintances. There is opportunity to cross paths, whichprovides access to insight and information; there is some likelihoodthat you may want to connect with them more frequently when there is
something to leverage by knowing these contacts. You may not know allof their potentialAssets.
Associates.There is ongoing experience and involvement withthese people; they know you, your work, and your Buzz; they aremore readily available to provide context, expertise and their Network.
Advocates.There is history with you so that they are open andavailable to put a stake in the ground on your behalf; trust is there based
upon the history or credibility that they experience in you.
Allies.There is a sense of inner circle with this group; they willtell you like it is, and will almost always be there to support youbased ontheir capabilities and commitment to the relationship. They domore than endorse your ideas and work; they actively partner with you
to further your causes and make sacrices on your behalf.
Additional Targets.You dont have existing connections tothese prospective supporters, but they might be industry experts, power-holders, or potential assets for your networking objective. Perhapsothers on your Map have linkages.
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Network MapObjective:__________________________
___________________________
Acquaintances
Associates
Advocates
Allies
Additional Targets
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Network MapObjective:__________________________
___________________________
Acquaintances
Associates
Advocates
Allies
Additional Targets
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Writing an Elevator SpeechSample Elevator Speeches
Problem-Solution Focus:1. You know the problem we have with losing top managementtalent to the competition? It costs us hundreds of thousandsin replacement dollars, not to mention morale and productivitydrain. Well, our team works to reduce that loss by installingincentive programs to reward seniority, and by delivering apractical motivation skills workshop for our top executives. So,
as Director of Training and Development, I help us to retainand increase our managerial bench strength while stopping thebleeding of attrition to the competition.
Challenge Focus:2. Im our VP, of Marketing and Media Communications,working with a super crew. As you know, since were justbreaking into the high tech vertical niche, we need to look likea bigger player quickly in order to get contracts in place andachieve our strategic growth objectives. My team applies our
high tech marketing and public relations experience to create apositive industry image and drive business to our company.
Now Write Your Own Elevator Speech Below, oron the Next Page:
1) Select Your Target Person or Audience ___________
2) Choose your focus (which part of your role or job
will you feature?)_________________________________
3) Draft your Elevator Speech using a Template fromthe next page:
____________________________________________________________________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
Edit Your Pitch to Ensure
that You Convey:
CONCISEIs it short with punch?
CONTRIBUTIONDid you highlight tangiblebenets?
CORPORATE VALUEDid you link your contribution
to strategic goals, values, orobjectives?
CREDIBILITYDid you work in your trackrecord as appropriate?
COMMITMENTDoes your enthusiasm comeacross?
CONFIDENCEDid you edit tentative wishy-washy wording and will youpractice your delivery?
CULTURE-SENSITIVETO SELF PROMOTIONIs there more team player toneor self promotion attached?
CONVERSATIONALTONE
How can you weave inwording and delivery so youcome across naturally insteadof overly slick, sales-like, orarrogant?
CREATIVEIs your approach clever orsame-old, same-old?
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Problem-Solution Focus:You know the problem we have with the (name problem)?
Well, in my role as (title), my team and I solve that problem
by (describe activities and connections).
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
Public/Customer Welfare FocusIm very excited about the (cite achievement) my team
worked so hard to accomplish, because weve helped ourorganization to meet our vision of helping the public by(state the benet gained by the public or customer).
______________________________________________________________________________________________________________________________________________________________________________________________
Goal Focus:You know the goal we have of (name the goal)? Well,
in my role as (title), my team and I address that target by(describe activities and connections).
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
Challenge Focus:As you know, were facing the tremendous challenge of(cite challenge). As our (title), I lead a team that addressesthis challenge to make sure we (describe mission and
connection to the challenge).
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
__________________________________________
Loss Focus:Our company loses $ each year because of (root cause
of loss). As (title), I head a group that prevents/cuts downthis bottom line drain by (explain the teams activities and
outputs).
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
Team Excitement Focus:Were excited about the organizations chance to (cite the
opportunity in vivid terms). My task force is helping us tocapitalize on this opportunity by (describe the actions andhow they relate).
____________________________________________________________________________
__________________________________________________________________________________________________________________
Benefit Statement Focus:As (title), I deliver (name the output, service, feature, or
activity) which brings/creates/ensures (state the resultinggeneral company or customer advantage)which satisesour need for/to (link the advantage to a company need).
__________________________________________________________________________________________________________________
____________________________________________________________________________
Empathy Focus:
If my understanding is correct, youve been concernedabout (name a problem, issue, concern). My (name thegroup) team helps by (describe the teams activities,outputs, and impact on the concern). My role is (give your
title or function).
______________________________________________________________________________________________________________________________________________________________________________________________
Elevator Speech Template
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Slides
Organizational Savvy Skills Pyramid
KnowstheAgencyBuzz
StudiesPolitics
SavvyAttitudes
HandlesSabotage
CHARACTERSTRATEGIES
Ethical Lobbying
Savvy Communication
Enhances Power Image
Balanced Self-Promotion
Essential Networking
Manages Perceptions
1
2
3
4
5
SKILL
SETS
6
7
8
9
10
11
12
13EXTERNALS
KILLS
INTERNALS
KILLS
PROTECTIVESTRATEGIES
PROACTIVESTRATEGIES
AWARENESSSTRATEGIES
DetectsDeception-
Performance Integrity
Personal Integrity
Ethical Lobbying
Manage Your Political Bank Account
Networking
The Power of Favors
The Power of Appreciation
Avoid Sabotaging Others
Plot the Political Landscape
Analyze the Stakeholders Study the Agenda
Blend Agenda
Compromise Your Agenda
Share Credit
Key Points and Notes
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Ethical LobbyingBackground
This program on OrganizationalSavvy positions politics as a
necessary part of corporate
inuence, and invites you
to view building a high-
integrity power base as an
important vehicle for personal
and organizational impact.Entering the political arena is
the price you pay for selling
your ideas, getting the credit
you deserve, and receivingoptimal consideration for career
advancement.
Youve learned through the
Organizational Savvy Model
that left-side Power of Ideas
people need to remember thatideas themselves may not be
compelling enough on their
own to be implemented. They
may need to be positioned with
powerful people. To ignore this
need leaves you with a political
blind spot, vulnerable to otherswho may be more expert at
exercising power dynamics
within your company.
Any denition of politics must
include using both formal and
informal avenues for gettingthings done in organizations,
sometimes going around
recognized channels to inuence
key stakeholders and powerfulindividuals. This does notmean
you will become manipulative
or unethical, because its not
necessary to hide the fact that
you want to gain approval or
support for yourself and your
ideas. You can play above boardand maintain your integrity by
choosing causes that are good
for the organizations interests,not just your own.
Since politically naive people
dont realize that decisions are
often made before the ofcial
decision-making meeting is
conducted, you will be at a
disadvantage unless you embracethe practice of Ethical Lobbying
This fair, common, and effective
Organizational Savvy strategymeans notwaiting for a group
setting to gather support for
your ideas and proposals, but
instead doing what government
lobbyists do: build relationships,
use various channels of
inuence, and exercise proactive
organizational savvy. What
are the ingredients of Ethical
Lobbying?
Manage Your PoliticalBank AccountStephen Covey, in his classic
book, The Seven Habits of Highly
Effective People,describes the
importance of being aware of
your Emotional Bank Accountwith everyone you know. Joel
DeLuca, in Political Savvy,echoes
this idea with the notion of the
informal chit system that exists
in all work relationships. We
commonly hear people say, I
had to cash in a lot of favorson that one. The obvious
conclusion is that we operate in
Pre-Course ReadingPurpose
To help you raise the odds thatyour ideas will receive optimalconsideration, especially at group
decision meetings. To better sell yourrecommendations, proposals, andinitiatives to stakeholders, clients,sponsors, team members, or bosses.
Directions1. Read the accompanyingEthicalLobbying article as preparation for
crafting an actual lobbying strategy fora real issue thats important to you.
2. Use the articles principles andrecommended strategizing questionsto plan how you will best approach
an actual targeted back-home issueand decision-maker or inuencer.
Complete the attached Stakeholder
Analysis Worksheet.
You cant always get
what you want, but if you
try sometime, you justmight find, you get what
you need.
The Rolling Stones
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Ethical Lobbying, cont.
a system of gaining and lending
support for one another, partially
based upon our history of trust
and mutual benet. A piece of this
reality is the Political Bank Account.
Still, we want to be realists by
remembering there are side
benets to sharing and exchanging
favors. The age-old Scratch
my back and Ill scratch yours
maxim doesnt have to be done
in a smoke-lled back-room, for
unethical reasons. Organizational
inuence doesinvolve collaboration
and alliances. The act of giving isalways appreciated and raises the
odds that a powerful colleague
or leader might become an ally.
Thats just human nature! In order
to reap the most benets and
return on your investment in thePolitical Bank Account, consider
the following common sense
suggestions.
RememberYoure Still AGood Person!Dont worry. Being aware of the
favors you give and receive doesnt
mean youre only interacting with
people for some ulterior motive orhidden agenda. We all still aspire
to do the right thing and help
people, out of goodness, with the
intent to make this little planet
where we live a better place. Afterall, we all walk a rough road.
NetworkingRemember to network in order
to create the relationships that
keep you in the loop, align youwith powerful and power-oriented
associates, and allow you to shape
perceptions about you in the
workplace. Also strategically use
your political network to open
up opportunities for building up
a surplus in your Political Bank
Account. After all, this will pavethe way for Ethical Lobbying
opportunities.
The Power of FavorsThe idea is to not equate all favorswith Machiavellian opportunism,
as long as your heart is also in
the right place and you are trying
to help the company, not just
advance yourself. Dont be turned
off to giving and receiving favorsjust because some people abusethe practice. Simple ways to make
deposits into your Political Bank
Account include:
Be available to people and let
them know youre willing to
be contacted after hours. Thisdoesnt mean youll actually
be called at 3 a.m., but it sure
makes an impression whenyoure willing go the extra mile.
Offer support to others for
ideas and projects that areimportant to them. Even
if you dont have time to
participate on a persons team
or project, you can still lend
your endorsement and overt
support.
Whenever you can, look for
ways to help people save face
or get out of jams. Perhaps
it means pitching in at the
eleventh hour if a colleague
is in trouble, tactfully voicing
approval, or expressing a
benet of a persons position
when it is being challenged.
Naturally, be careful about whom
you support and whom you cross
when lending favors or supporting
an allys ideas. Organizational
savvy means awareness of the
impact of all you do. So dontblindly grant favors without
thinking strategically about whose
list you could end up on! While
you may build a surplus of favors
for one persons Bank Account,
the same actions could create
a decit in another key power-
holders account.
The Power of Appreciation
Dont underestimate theimportance of expressing strong
appreciation for people who do
you favors. While you dont want
to hold grudges, you dowant
to hold gratitude. If you dont
show your appreciation effusivelyenough, or long enough, you may
be committing a major faux pas.
Send thank-you notes and copy
key people, so that the person whodid you a favor knows you took
extra steps to help make visiblethat persons good will, team
player status, and organizational
commitment.
Avoid Sabotaging OthersBe careful to avoid accidental
sabotage. At times you might not
mean offense, but you unwittingly
harm a person important to yoursuccess. Obviously, acknowledge
the mistake, or it will be seen asintentional. Apologize and assist in
salvaging the situation. Dont burn
bridges when you cantsupport
a colleague or must turn down
a request, or if someone turnsyou down. For instance, when
rejecting someones advances,
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Ethical Lobbying, cont
be sure that youve carefully
considered the appeal. A no
doesnt need to close the door for
future collaboration. If people
turn down your requests forsupport, help them to save face,
and acknowledge that reasonable
people can end up on opposite
sides of the issue.
Think Like a ChessPlayer: Plot the PoliticalLandscapeThe politically naive wait until
a meeting to present their
case, thinking this is wheredecisions and inuence reside.
The politically adept know that
inuence demands more advanced
thinking and individual lobbying.
A critical piece of the political
jigsaw puzzle is to think morestrategically like a chess player, less
like a skeet shooter reacting with a
quick trigger nger.
Ethical Lobbying means you will
think ahead and develop political
allies to support your ideas and
projects. Organizational Savvy
requires proactive planning,
plotting the political scene,and mapping out the infuence
relationshipsthat will raise the
odds for decisions going in your
favor. Ask yourself the following
set of diagnostic questions whendeciding whom to approach, on
an individual basis, with Ethical
Lobbying.
Ethical Lobbying StrategiesAnalyze the StakeholdersWho are the key people involved
in the decision making about the
idea you want to champion? For
each stakeholder or decision-
maker ask yourself these
questions:
Whats his or her level ofagreement or disagreement
with your idea, project, or
proposal?(+110 or -110)
Whats his or her level of
inuence, whether through
position power or informal
power?
(1-10)
Whats the persons placement
on the Organizational Savvy
Model continuum (Power ofIdeas LP-1LP-4, Power of
Person MP-1MP-4)?
How does the person viewyour
level of power and placement
on the Organizational SavvyModel continuum?
Whats the persons degree ofchange-ability on the issue
for which youre lobbying?
How is your Political Bank
Account with this person? Do
you have enough of a surplus
to approach this person? If not,
have you at least avoided being
perceived as having sabotaged?
Does the person view you as
neutral or as an ally, and do youpossess enough power to earn
his or her attention?
What are the connections and
relationships between this
person and others? Youll want
to openly discuss who is forand who is against your ideas.
You may need to mention
alliances and people who
support your proposals, people
who can help you inuence
another target stake-holder.
What other communication
style, working style, functionalarea biases, or cross-cultural
sensitivities should you
consider in your plan?
Based upon your analysis, decidewhom to approach and what
strategy might be effective without
sacricing your own ethics
or becoming two-faced. The
guidelines below may assist you
in guring out how to inuencethrough Ethical Lobbying.
Study the AgendaSpend time guring out powerful
peoples priorities, listening and
learning. Sit and ask them their
focus and strategies. Also, discovertheir agenda less directly by
noticing what they say in meetings
and by asking others. Salespeopleare naturally good at this, but you
can develop the capability.
Blend AgendaHere, you become a spin doctor,
which is another skill salespeople
and professional lobbyists
demonstrate. Youll know peoples
hot buttons because youve
studied their needs, goals, and
causes. Next, tieyour ideas to theiragenda so that you can inuence
them.
This type of linking lead-insentence needs to become part of
your normal lobbying language:
An idea that ts well with your
____________ agenda/goal is
my idea for ___________ , which
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addresses your needs by________
____.
People do things for theirreasons,
notyours.The word beneftmeansgood t, so you want to package
your ideas in a way that meets
other peoples business needs and
appeals to theirvalues, strategies,
and objectives.
For instance, a Quality Training
director in a major corporation
repackaged major components
of his quality training curriculum
under the umbrella of business
effectiveness when he determined
that the quality program andpeople associated with this
organizational change initiative
had fallen out of favor within
the enterprise. That showed
organizational savvy and the
willingness to reframehis agendato blend better with the agenda of
the new leadership.
The comedian George Carlin has
made a living highlighting the
potency of using the right words,
of framing events and situations
in new ways. He quips, The
environmentalists nally got it
right. They gured out that no
one wanted to give any money to
swamps and jungles... So now theycall it wetlands and rain forests,
and the money comes rolling in!
Compromise Your AgendaYou wont always have thepower to implement your ideas
totally, but you might be able to
compromise and get some of
what you want. Once an idea is
Ethical Lobbying, cont.
in swing, its sometimes possible
to gradually build and shape it to
match more fully your original
vision. Taming a wild stallion
demands blending your energywith the horses, and riding with
the beast before you can guide it
to whereyouwant to go. Patience
is important in Ethical Lobbying.
Organizational Savvy is partly
about not pushing the river.Naive political players let their
integrity, passion for their ideas,
and deep sense of values run away
from them, often slipping into
taking brash, provocative stances.
The loose cannon is reminiscent
of youthful, militant exuberance.Organizational change takes time.
Inuencing reactions to your ideas
is less like a speed boat cutting a
sharp turn, and more like a cruise
ship whose turn is a wider arc.
Remember the Rolling Stonesversion of Serenity Prayer (!!):
You cant always get what you want,
You cant always get what you want,
You cant always get what you want,
But if you try, sometimes
you just might fnd
You get what you need.
This sage advice applies to
organizational savvy. Those whoare politically adept practice
exibility and do not paintthemselves into a corner with
nonnegotiable, rigid stances. If
youre astute, youll recognize
the difference between your true
underlying needs and any initialwin-lose position you might
unwisely push. Just because you
adapt and give a little in order
to gain a lot doesnt mean youre
selling out. Sometimes you have to
give a really big sh plenty of line
in order to reel it in.
Share CreditIf you need a right-side Power of
Person individual to implement
your idea, having 25 percent of
the credit and giving them 75
percent as if they thought of it
may be better than keeping 100percent credit for an idea that
goes nowhere! Give up credit to
gain support. Some writers even
suggest letting powerful people
believe they came up with the
idea, not you. You still gain some
visibility, and you can alwaysstrategize ways to make sure you
dont lose all the credit if you
plan ahead and make yourself
indispensable to the power-
oriented colleague.
A Disclaimer
Remember that Ethical Lobbyingdoesnt mean crossing the integrity
line or saying things you dont
believe, in order to get things
done. The principles taught in this
course are simply tools. You willtake responsibility, like a carpenter,
deciding whenand howto use the
tools.
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Ethical LobbyingStakeholder Analysis Worksheet
Issue #1: __________________________________
Stake-Holder #1: __________________________Ethical Lobbying Strategy Questions
Whats his or her level of agreement/disagreement with youridea, project, or proposal (1-10)?
Whats his or her level of inuence, whether through position
power or informal power (1-10)?
Where is the person on the Organizational Savvy Model
continuum (LP-1LP-4, MP-1MP-4)?
How does the person viewyourlevel of power and placementon the Organizational Savvy Model continuum (LP-1LP-4,MP-1MP-4)?
In what state is your Political Bank Account with this person?
What is the persons degree of change-ability on the issue forwhich youre lobbying?
What bridges and links can you make to blend your agendawith this persons?
What ways can you compromise your position or adapt it to
gain this persons support?
How much credit are you willing to share in order to help
your idea gain this power allys support? What other communication style, working style, functional area
biases, or cross-cultural sensitivities should you consider in your
plan?
What are the connections and relationships between this person
and others? You will want to discuss openly who is for and whois against your ideas.
PurposeTo use the principles of EthicalLobbying, described in theprevious reading, in order tostrategize ways to gain support foran issue or idea important to you.
DirectionsPick an idea you would like tochampion, and strategize anorganizationally savvy method ofadvocating for your issue. This
will entailEthical Lobbying,usingthe principles described in theprevious reading. Write a fewwords about the specic idea orcall to action you want to inuenceothers to support:
___________________________
___________________________
___________________________
___________________________
Below list several people involvedin the go or no go decision,the stake-holders whose supportyou require for your proposalto see the light of day. Foreach person, answer the EthicalLobbying Strategy Questions on
the right.
___________________________
___________________________
___________________________
___________________________
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Slides
Workshop Agenda
Overview, Reactions, and Business Rationale
Political Styles: Strengths and Risks
Bringing the Political Styles to Life
Organizational Savvy Skills Pyramid
North Star Goals
Influence in Your JobOrganizational ImpactCareer Satisfaction & GrowthRole Credibility
Organizational Savvy Skills Pyramid
Knows the Agency Buzz
Studies Politics
Savvy Attitudes
HandlesSabotage
CHARACTERSTRATEGIES
Ethical Lobbying
Savvy Communication
Enhances Power Image
Balanced Self-Promotion
Essential Networking
Manages Perceptions
1
2
3
4
5
SKILL
SETS
6
7
8
9
10
11
12
13EXTERNALS
KILLS
INTERNA
LSKILLS
PROTECTIVESTRATEGIES
PROACTIVESTRATEGIES
AWARENESSSTRATEGIES
DetectsDeception-
Performance Integrity
Personal Integrity
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Savvy by Email
Purpose
To help you remember and apply theinsights and skill sets you learned inthis Organizational Savvy session, you can
receive brief weekly emails that promptyou to take specic action steps related
to the 13 Savvy Skill Sets, or to takePolitical Styles into account during your
day to day work.
Please know that we get how busyyou are. You dont need meaninglesstasks to add to your to-do list, so thisservice will be practical and fast eachweek.
Sometimes the daily task will be to takequick action to implement a Savvy Skill,while other emails will remind you toincorporate a particular skill like SavvyCommunication tactics into a meetingyoure having anyway, so these tips
wont add any time to your day.
The Service is Free-Neither you nor your sponsororganization pay a penny for this reinforcement service. Itsmerely a new refresher and pull through deliverable wevebeen asked to provide to demonstrate our commitmentto ghting the fade-out factor that haunts most training
programs..
Short and Sweet- Each Savvy by Emailtip will be two shortparagraphs a quick reminder of a Savvy Skill Set, suggesting
a specic action step to put it in motion, and an optional action
step that may help you leverage the skill that day on the job.
Fight the Fade-Out Factor All Year- Youll start receiving
reinforcement emails the week after you accept the registrationemail, and one a week for 52 weeks, a friendly, quick tip willjump-start your efforts to implement Organizational Savvy.Thats a full year of valuable program reinforcement and
application.
. You Have Total Choice to Participate- Its up to youwhether to receive these short weekly emails or not, and youcan unsubscribe at any time you wish by clicking a link to quit.
Sign Up Options- Sign Up Options- Depending upon thecompany or agency that made the course available to you, yourtrainer may circulate a sign-up sheet, you may complete this
sheet and submit it, or your training coordinator may sendin your email address for inclusion (you can opt-out at anytime).
No Spam will Come- Not to worry by receivingreinforcement reminders and application tips you will NOT beopening the door to any promotional offers.
A Free Reinforcement and Application Series
Sample MessageReinforcement Tip #19: Study Politics: Navigate the White Space on the Organizational Chart, Too
TIP: Organizational Savvy involves knowing the ofcial power holders by position, along with their agendas. But its alsoabout reading the white space on the organizational chart, where more informal power holders and inuencers reside.
TASK:This week challenge yourself to realize which inuencers you may be ignoring, especially if you are being dismissivof them, either due to being too busy or worse, because they dont hold enough power. (Are you being an MP-3 BorderlinOverly Political player?) Identify a gatekeeper who may therefore understandably block your access to an executive, a junio
staff member whose Buzz about you might be less than stellar, or someone who would otherwise be more of an Advocator even Ally on your Network Map. Now invest more care into attending to the unofcial, informal, and true power dynam
ics of your company. But dont do this just to get ahead do it for the right reasons with integrity, realizing that everyondeserves your extra effort and consideration.
SURVIVAL OF THE SAVVY reading: Chapter 7: Detect Power, Agendas, and Unwritten RulesTo unsubscribe from this message series, click on [email protected].
Name: _______________________________________________________________________________
Email Address: ________________________________________________________________________
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AboutBRANDON PARTNERS
For Information,
Support, orConsulting,Please Contact:
BRANDON PARTNERS311 Miller Avenue, Suite CMill Valley, CA 94941Tel: 415-389-4740Fax: 415-383-2502www.brandonpartners.com
Brandon Partners is a global training rm that cultivates the cuttingedge leadership and workplace competencies of Organizational Savvy and
Political Savvy. Since few proven development programs exist that ad-dress organizational politics and ethical power, we made high-integritypolitics and strategic inuence our core business. We offer worldwide
direct program delivery, train-the-trainer certication, online Savvy
Assessments, and the Wall Street Journal best seller, Survival of theSavvy(Free Press, 2004). Since 1998, Brandon Partners has become thepreeminent thought leader on transforming organizational politics froma taboo topic to an ethical, intriguing and inspiring pathway towardsinuence, impact, career development and company success.
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SURVIVAL OF THE SAVVY
High-Integrity Political Tactics for Career and Company Success (Free Press, 2004Many corporate leaders maintain that politics arent important or dont exist. Yet, every day in theorganizations, power-plays, ego-trips, turf-battles and deception hurt both careers and the bottom linWhen corrupt people with strong political skills gain power, the results can be devastating, as rececorporate scandals have shown. But by increasing their organizational savvy, ethical leaders can achiestrategic inuence, manage their careers, and become stewards for their organizations resources, mora
and reputation. Written by BRANDON PARTNERS founder Dr. Rick Brandon, this important bookcalled the denitive book on political savvy by Dr. Robert Eichinger and endorsed by Ken Blanchar
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311 Miller Avenue, Suite CMill Valley, CA 94941Tel: 415-389-4740
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