Status: U Return-Path: Received: from mx-nebolish.atl.sa.earthlink.net ([127.0.0.1]) by mx-nebolish.atl.sa.earthlink.net (EarthLink SMTP Server) with SMTP id 1kXM1g6Ck3Nl3490; Wed, 5 Nov 2008 12:18:14 -0500 (EST) Received: from wsmarth-goshawk.pas.sa.earthlink.net ([207.217.120.227]) by mx-nebolish.atl.sa.earthlink.net (EarthLink SMTP Server) with SMTP id 1kXM1gTG3Nl3490 for ; Wed, 5 Nov 2008 12:18:14 -0500 (EST) Received: from domrl-ground.atl.sa.earthlink.net ([207.69.231.199]) by wsmarth-goshawk.pas.sa.earthlink.net with smtp (Exim 3.36 #4) id 1Kxm1B-0004jx-00 for merileek@earthlink.net; Wed, 05 Nov 2008 09:18:09 -0800 X-ELNK-Loop: merileek@kerncommunications.com Received: from dukecmmtar01.coxmail.com ([68.99.120.48]) by domrl-ground.atl.sa.earthlink.net (EarthLink SMTP Server) with ESMTP id 1kXM1725y3Nl5vF0 for ; Wed, 5 Nov 2008 12:18:05 -0500 (EST) Received: from merilee07cf8a9 ([68.15.13.44]) by dukecmmtar01.coxmail.com (InterMail vM.6.01.06.05 201-2131-130-106-20070212) with SMTP id <20081105171805.SDIA11025.dukecmmtar01.coxmail.com@merilee07cf8a9>; Wed, 5 Nov 2008 12:18:05 -0500 Message-ID: Reply-To: "Merilee:::Kern Communications" From: "Merilee:::Kern Communications" To: "John" , Subject: Another ManageSmarter.com placement Date: Wed, 5 Nov 2008 09:18:12 -0800 MIME-Version: 1.0 Content-Type: multipart/related; boundary="----=_NextPart_000_033D_01C93F27.6D2EFC40"; type="multipart/alternative" X-Priority: 3 X-MSMail-Priority: Normal X-Mailer: Microsoft Outlook Express 6.00.2900.5512 X-MimeOLE: Produced By Microsoft MimeOLE V6.00.2900.5579 X-ELNK-AV: 0 X-ELNK-Info: sbv=0; sbrc=.0; sbf=00; sbw=010; This is a multi-part message in MIME format. ------=_NextPart_000_033D_01C93F27.6D2EFC40 Content-Type: multipart/alternative; boundary="----=_NextPart_001_033E_01C93F27.6D2EFC40" ------=_NextPart_001_033E_01C93F27.6D2EFC40 Content-Type: text/plain; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable http://www.salesandmarketing.com/msg/content_display/management/e3i42833b= 59abc42b13008081e807c4f53f Be a Corporate Politics Survivor=20 November 04, 2008=20 Seven expert ways to succeed amid a politically charged company culture = (Edited by Stacy Straczynski)=20 With the U.S. consumed by its impending decision on which presidential = candidate to vote into office, American politics are certainly top of = mind. Beyond governmental considerations, however, aspiring = professionals should also spend time deliberating about the political = climate within their own work place-you know, those productive and = counterproductive human factors present between co-workers "jockeying = for position" in an office environment. While office politics are commonly regarded quite negatively as a = culture rife with back stabbing, gossiping and brown nosing, it also has = a very strong upside. But the key to successfully navigating your way = through the propaganda lies with making the system "for" you rather than = "against" you, as is often the case.=20 The good news is that when you effectively strategize and execute an = "office politics action plan," it can literally make your career. Do it = poorly, or not at all, and stagnant wages or a pink slip may very well = be in your future.=20 "Office politics will occur anytime there are three or more people in a = conversation, which is a very common occurrence in the workplace," notes = business success and career coach John M. McKee, author of "Career = Wisdom: 101 Proven Strategies to Ensure Workplace Success." "It's = imperative to use these opportunities to get yourself, your point of = view and your ideas into play." Creating an Action Plan=20 Indeed, the very nature of office politics is strategy, which differs = from office gossip in that people participating in office politics do so = with the objective of gaining advantage, whereas gossip can be a purely = social activity. Accordingly, creating an office politics "action plan" = detailing specific, proactive strategies to circumvent political = landmines is a worthy exercise.=20 Exactly how might one go about this? Below, McKee offers seven methods = sure to help anyone to become more successful climbing the corporate = ladder amid a highly charged political climate: 1. Over-Communicate. Keep others apprised of what you are planning or = currently working on. Organizations hate to be surprised and often, when = they are, it creates a blueprint for failure-personal or for the = project, itself. In many companies this can mean taking meetings with = people you may not like or respect, but chalk that up to life in the = fast lane. If you think withholding information will allow you to = surreptitiously gain professional yardage, think twice. Your concealment = can be easily sabotaged based on the plight for secrecy, alone.=20 2. Mentors. These individuals are still the best way to get an objective = handle on what's really going on in an organization as they can better = see the forest through the trees. "Company insider" mentors can give you = a fast understanding of the company's culture. But, a mentor need not be = within the organization, as outside mentors can provide a new, fresh and = completely unbiased perspective on both your personal style-what it is = and what it should be-and how your company's politics are working in = general. A mentor is also a confidant with whom you can not only = strategize your career, but also vent about a nasty boss and/or = co-worker and otherwise get frustrations off your chest without feeding = into the office political game. And, it doesn't matter if your mentor is = not the same gender, as a different perspective than your own can = actually be better for you in the long run.=20 3. Open-ended Questions. Ask a lot of questions to different people in = different sides of the company. And then shut up. When you hear the = perspectives of people in departments or operations other than yours, it = helps you to see the world as they see it and understand what they deem = important. It may be different than what the boss has told you. Ask = peers, "old timers" at all levels, and superiors. Take notes. Don't = interrupt, you don't need to show how smart or experienced you are-just = learn.=20 4. Review Constantly. Seek constant feedback from others. Talk about = what just took place in that meeting you just attended, what the last = message from the corporate office "really" said, how you did in a recent = presentation, what is driving decisions and directives. This could mean = after-hours socializing, but the effort can pay off greatly. Many great = managers fail because they believe that what's right is what is going to = succeed, which all too often is not the case. 5. Get "Buy In". It's important to ensure that everyone who may be = influenced by your programs or initiatives is aware of what's going to = happen and feels like they've been involved-or, at least, were able to = weigh in with their opinions or recommendations. Ideally they'll be = supportive of what you are doing, but at the very least it may reduce = friction that could derail your ultimate, longer-term success. Best case = scenario is that you learn something that will ensure the success of the = activity and your upward mobility, but even in the worst case where = others won't support you, you'll have learned who's for or against you = and/or the program. Knowledge is power.=20 6. Give-and Take-Due Credit. OK, it's true: there are credit hogs, whose = habits quickly get old and can come back to bite them over time. = Yesterday's stars often trip and fall, and are then surprised that = there's no one around to help them get back on their feet. On the other = hand, there are those who can go too far the other way-giving the rest = of the team so much credit that they don't get the respect that they = deserve from upper management for their ideas, work and contributions. = These employees end up watching others, who are less deserving, get = promoted past them. Credit those on your team who deserve it, but don't = miss an opportunity to take credit for your work as well. 7. Style Still Counts. How you present yourself to others-your external = fa=E7ade-can make a big difference in how you are perceived. While this = is seemingly common sense advice, all too often we mistakenly think our = presentation-our outward appearance, our use of PowerPoint, our = buzzwords and jargon-will be universally accepted. It might, but = sometimes those in other departments or companies have preconceived = opinions about you or your "kind," however stereotypical or politically = incorrect. Also, in every situation make an effort in advance get to = know the "audience" you are dealing with, and present yourself in a = light that will better ensure acceptance and, accordingly, a better the = chance of success. John McKee is author of "Career Wisdom: 101 Proven Strategies to Ensure = Workplace Success" and "21 Ways Women in Management Shoot Themselves in = the Foot." ------=_NextPart_001_033E_01C93F27.6D2EFC40 Content-Type: text/html; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable
http://www.salesandmarketing.com/msg/= content_display/management/e3i42833b59abc42b13008081e807c4f53f=
3D"ManageSmarter
 
Be a Corporate Politics = Survivor November 04, 2008

Seven expert ways to = succeed amid a=20 politically charged company culture (Edited by Stacy = Straczynski)=20
With the U.S. consumed by its impending decision on which = presidential=20 candidate to vote into office, American politics are certainly top of = mind.=20 Beyond governmental considerations, however, aspiring professionals = should also=20 spend time deliberating about the political climate within their own = work=20 place=97you know, those productive and counterproductive human factors = present=20 between co-workers "jockeying for position" in an office environment.

While office politics are commonly = regarded quite=20 negatively as a culture rife with back stabbing, gossiping and brown = nosing, it=20 also has a very strong upside. But the key to successfully navigating = your way=20 through the propaganda lies with making the system "for" you rather than = "against" you, as is often the case.

The good news=20 is that when you effectively strategize and execute an "office politics = action=20 plan," it can literally make your career. Do it poorly, or not at all, = and=20 stagnant wages or a pink slip may very well be in your future.
"Office politics will occur anytime there = are three or=20 more people in a conversation, which is a very common occurrence in the=20 workplace," notes business success and career coach John M. McKee, = author of=20 "Career Wisdom: 101 Proven Strategies to Ensure Workplace Success." = "It's=20 imperative to use these opportunities to get yourself, your point of = view and=20 your ideas into play."

Creating an = Action=20 Plan
Indeed, the very nature of office politics is = strategy,=20 which differs from office gossip in that people participating in office = politics=20 do so with the objective of gaining advantage, whereas gossip can be a = purely=20 social activity. Accordingly, creating an office politics "action plan"=20 detailing specific, proactive strategies to circumvent political = landmines is a=20 worthy exercise.

Exactly how might one = go about=20 this? Below, McKee offers seven methods sure to help anyone to become = more=20 successful climbing the corporate ladder amid a highly charged political = climate:

1. Over-Communicate. = Keep others=20 apprised of what you are planning or currently working on. Organizations = hate to=20 be surprised and often, when they are, it creates a blueprint for=20 failure=97personal or for the project, itself. In many companies this = can mean=20 taking meetings with people you may not like or respect, but chalk that = up to=20 life in the fast lane. If you think withholding information will allow = you to=20 surreptitiously gain professional yardage, think twice. Your concealment = can be=20 easily sabotaged based on the plight for secrecy, alone.
2. Mentors. These individuals are still the best way = to get an=20 objective handle on what's really going on in an organization as they = can better=20 see the forest through the trees. "Company insider" mentors can give you = a fast=20 understanding of the company's culture. But, a mentor need not be within = the=20 organization, as outside mentors can provide a new, fresh and completely = unbiased perspective on both your personal style=97what it is and what = it should=20 be=97and how your company's politics are working in general. A mentor is = also a=20 confidant with whom you can not only strategize your career, but also = vent about=20 a nasty boss and/or co-worker and otherwise get frustrations off your = chest=20 without feeding into the office political game. And, it doesn't matter = if your=20 mentor is not the same gender, as a different perspective than your own = can=20 actually be better for you in the long run.

3.=20 Open-ended Questions. Ask a lot of questions to different people in=20 different sides of the company. And then shut up. When you hear the = perspectives=20 of people in departments or operations other than yours, it helps you to = see the=20 world as they see it and understand what they deem important. It may be=20 different than what the boss has told you. Ask peers, "old timers" at = all=20 levels, and superiors. Take notes. Don't interrupt, you don't need to = show how=20 smart or experienced you are=97just learn.

4.=20 Review Constantly. Seek constant feedback from others. Talk about = what just=20 took place in that meeting you just attended, what the last message from = the=20 corporate office "really" said, how you did in a recent presentation, = what is=20 driving decisions and directives. This could mean after-hours = socializing, but=20 the effort can pay off greatly. Many great managers fail because they = believe=20 that what's right is what is going to succeed, which all too often is = not the=20 case.

5. Get "Buy In". It's = important to=20 ensure that everyone who may be influenced by your programs or = initiatives is=20 aware of what's going to happen and feels like they've been = involved=97or, at=20 least, were able to weigh in with their opinions or recommendations. = Ideally=20 they'll be supportive of what you are doing, but at the very least it = may reduce=20 friction that could derail your ultimate, longer-term success. Best case = scenario is that you learn something that will ensure the success of the = activity and your upward mobility, but even in the worst case where = others won=92t=20 support you, you'll have learned who=92s for or against you and/or the = program.=20 Knowledge is power.

6. Give=97and = Take=97Due=20 Credit. OK, it's true: there are credit hogs, whose habits quickly = get old=20 and can come back to bite them over time. Yesterday's stars often trip = and fall,=20 and are then surprised that there's no one around to help them get back = on their=20 feet. On the other hand, there are those who can go too far the other = way=97giving=20 the rest of the team so much credit that they don't get the respect that = they=20 deserve from upper management for their ideas, work and contributions. = These=20 employees end up watching others, who are less deserving, get promoted = past=20 them. Credit those on your team who deserve it, but don't miss an = opportunity to=20 take credit for your work as well.

7. Style=20 Still Counts. How you present yourself to others=97your external = fa=E7ade=97can=20 make a big difference in how you are perceived. While this is seemingly = common=20 sense advice, all too often we mistakenly think our presentation=97our = outward=20 appearance, our use of PowerPoint, our buzzwords and jargon=97will be = universally=20 accepted. It might, but sometimes those in other departments or = companies have=20 preconceived opinions about you or your "kind," however stereotypical or = politically incorrect. Also, in every situation make an effort in = advance get to=20 know the "audience" you are dealing with, and present yourself in a = light that=20 will better ensure acceptance and, accordingly, a better the chance of=20 success.


John McKee = is author of=20 "Career Wisdom: 101 Proven Strategies to Ensure Workplace Success" and = "21 Ways=20 Women in Management Shoot Themselves in the Foot." =
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