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2014 Winning at the Game of Office Politics Jo Miller, CEO, Women’s Leadership Coaching, Inc. 2014 #GHC14

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Presentation on theme: "2014 Winning at the Game of Office Politics Jo Miller, CEO, Women’s Leadership Coaching, Inc. 2014 #GHC14"— Presentation transcript:

1 2014 Winning at the Game of Office Politics Jo Miller, CEO, Women’s Leadership Coaching, Inc #GHC14

2 2014 Jo Miller  Founding Editor of BeLeaderly.com and CEO of Women’s Leadership Coaching, Inc.  Helps emerging women leaders create a roadmap for their career advancement.  A leading authority on women’s leadership, Jo delivers more than 60 speaking presentations annually to audiences of up to 1,200.  Has traveled widely in Europe, Asia Pacific, and the Middle East to deliver keynotes and teach workshops for conferences, professional associations, and corporate women’s initiatives.

3 2014 I HAVE UNIQUE KOALAFICATIONS

4 2014 #GHC14

5 2014 The Emerging Leader’s Quandary  You can’t get a higher-level job without leadership experience…  But you can’t get the experience without the job.

6 2014 You can’t afford to wait Don’t wait for permission or an invitation to lead. Don’t wait for someone to promote you. Take charge of your own career trajectory!

7 2014  Are you the best kept secret in your organization?

8 2014 OFFICE POLITICS Do you enjoy playing the game?

9 2014 WHY YOU CAN’T AFFORD TO IGNORE OFFICE POLITICS

10 2014 In LinkedIn’s 2013 survey of 954 women, 23% reported office politics as their biggest frustration. I asked 169 professional women how they handled office politics. Over 80% said they ignore it, or reluctantly play the game where necessary.

11 2014 Many women managers find engaging in office politics to be difficult and painful. Ruderman and Ohlott, Some view it as “evil”.

12 2014 So, why not just ignore it?

13 2014 “…avoiding (office) politics altogether can be deadly for your career. Every workplace has an intricate system of power, and you can — and should — work it ethically to your best advantage.” — Erin Burt, Seven Career Killers. “…avoiding (office) politics altogether can be deadly for your career. Every workplace has an intricate system of power, and you can — and should — work it ethically to your best advantage.” — Erin Burt, Seven Career Killers.

14 2014 People who are politically savvy Have better career prospects Have better career trajectories Are seen as more promotable Are less likely to derail “Women and Political Savvy,” Leslie and Gentry, 2012.

15 2014 Ignore it Turn into someone you don’t like

16 2014 Ignore it Turn into someone you don’t like X

17 2014 Ignore it Be positively politically savvy Turn into someone you don’t like X

18 Competencies of Positive Political Savvy Social astuteness Interpersonal influence Networking ability Sincerity “Development and Validation of the Political Skill Inventory,” Florida State University Foundation, 2005

19 2014 Who do you know who does this well?  What qualities or characteristics do they have?

20 2014 Office Politics Organizational Awareness Being a savvy observer of the communication and relationships that surround you in your organization.

21 2014 The Org Chart

22 2014 The Org Chart  Doesn’t tell the full story.

23 2014 THE SHADOW ORGANIZATION MAP

24 2014 The Org Chart

25 2014 Relationships

26 2014 Relationships

27 2014 Relationships Influence

28 2014 Relationships Influence Coalitions

29 2014 Relationships Influence Coalitions

30 2014 Relationships Influence Coalitions Key Influencers

31 2014 Download This Presentation  14.htm

32 2014 Relationships Influence Coalitions Key Influencers

33 2014 Relationships Influence Coalitions Key Influencers Verticals

34 2014 “There is a special kind of relationship — called sponsorship — in which the mentor goes beyond giving feedback and advice and uses his or her influence with senior executives to advocate for the mentee. Our interviews and surveys alike suggest that high-potential women are overmentored and undersponsored relative to their male peers—and that they are not advancing in their organizations.” —Harvard Business Review “There is a special kind of relationship — called sponsorship — in which the mentor goes beyond giving feedback and advice and uses his or her influence with senior executives to advocate for the mentee. Our interviews and surveys alike suggest that high-potential women are overmentored and undersponsored relative to their male peers—and that they are not advancing in their organizations.” —Harvard Business Review

35 2014 “A sponsor is someone who will use their internal political and social capital to move your career forward within an organization. Behind closed doors, they will argue your case.” —Cindy Kent, GM, 3M “A sponsor is someone who will use their internal political and social capital to move your career forward within an organization. Behind closed doors, they will argue your case.” —Cindy Kent, GM, 3M

36 2014 “Are all your advocates in the management chain directly above you? I recommend that everyone have three to four advocates outside of her direct management chain.” —Michelle Johnston Holthaus, GM, Channel Platforms and Strategy Division, Intel “Are all your advocates in the management chain directly above you? I recommend that everyone have three to four advocates outside of her direct management chain.” —Michelle Johnston Holthaus, GM, Channel Platforms and Strategy Division, Intel

37 2014 Relationships Influence Coalitions Key Influencers Verticals

38 2014  Which element of the shadow map was most enlightening for you?

39 2014 Relationships Influence Coalitions Key Influencers Verticals

40 2014  What are some ways to gather information to map your shadow organization? i.Face-to-face interactions ii.Virtually

41 2014 THE RULES OF THE GAME

42 2014 Unwritten, Unspoken “Rules of the Game”  Every organization has them.

43 2014 1) Identify some “rules of the game” in your organization. 2) What are ways to navigate ethically and effectively within these rules?

44 2014 THREE WAYS TO GENERATE QUICK WINS

45 2014  In every organization, there is someone who is great at navigating.  Find them! Navigates well at all levels. Keeper of the “institutional memory.” Gets a “quick read” on people & groups. 1 1 Early- career

46 2014  Build an influential coalition.  It can be quicker and easier to get great things done from the grass-roots. Make a list of like-minded individuals. Go way out of your way to support stuff that is important to them. Ask for their support for something big. 2 2 Early- career

47 2014 “It’s not enough to have a bright technical idea. I have seen too many projects led by great, passionate people fail because they tried to be the lone influencer. You have to get the right people in the boat with you. You have to engage the entire human fabric.” —Sophie Vandebroek, CTO, Xerox “It’s not enough to have a bright technical idea. I have seen too many projects led by great, passionate people fail because they tried to be the lone influencer. You have to get the right people in the boat with you. You have to engage the entire human fabric.” —Sophie Vandebroek, CTO, Xerox

48 2014  Don’t like the unwritten, unspoken “rules of the game”?  Become a game-changer! Pay attention to the scope of your influence, and look for ways to expand your reach. Notice when you have the power to “change the game” and seize the opportunity. 3 3 Mid & senior level

49 2014 Q A

50 Download This Presentation  14.htm Blog 

51 2014 Got Feedback? Rate and Review the session using the GHC Mobile App To download visit

52 2014 “… a really great piece of advice I learned early on in my career and I’ve used continuously: never let an organization’s structure get in the way of achieving results. I’ve found that one needs to operate inside and outside of the structure, with a positive attitude, always moving forward, filling in the gaps where needed”. —Vivian Banta, Vice Chairman, Insurance, Prudential Financial “… a really great piece of advice I learned early on in my career and I’ve used continuously: never let an organization’s structure get in the way of achieving results. I’ve found that one needs to operate inside and outside of the structure, with a positive attitude, always moving forward, filling in the gaps where needed”. —Vivian Banta, Vice Chairman, Insurance, Prudential Financial


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