Navigating Corporate Politics Part 2

A couple of articles ago, I discovered the first step to navigating corporate politics. This first step was to set the framework that you were operating in and control only what can be controlled – you. Fast forward some weeks later and I have discovered the second part of this navigation – to develop boundaries; most importantly, to choose whether you want to flex those boundaries.

Personally, invoking flexible boundaries is a tough call. Let me start by saying that, in general, lack of boundaries invites lack of respect (quoted from many unknown sources and shared with many of my clients). Juxtaposed to this is the natural human need to belong. I have experienced, that in most cases, flexing boundaries with the wrong people can create political minefields. This is why it is important for me to be cognisant of whether I choose to use this option, and manage the human condition of belonging or, hold the developed boundaries steadfast.

Truth be told – I don’t seem to learn my lesson in this (look out for Part 3 of Navigating Corporate Politics) so I started to practice the mantra, ‘when the student is ready, the teacher will appear; when the student is truly ready, the teacher will disappear’. This last month, ‘Hallelujah’, the teacher appeared, and the lesson hit home. Now I need to test this one last time for the teacher to disappear….trust me I am in no rush to experience more politics so the teacher can hang around for a bit longer!

So, how do we create healthy boundaries to manage or mitigate the minefield of politics? Here are some researched and tested (many times…) tips:

1. Know the outcome you are aiming to achieve and stick to that objective. Do not be derailed by multiple outcomes, side conversations and detractions. When there is chaos in an organisation, I put in structure to support the chaos and prepare to manage around the structure to assist in my deliverables
2. Always be specific and check for understanding– whether it is a request, or a point that you are making, leave no room for ambiguity. No matter how many times you have to clarify, do it. Word of warning – it may make you or your counterpart look incompetent, and if it does, well then, that is a whole other type of minefield to navigate
3. Manage your expectations of people and situations. An ex-boss gave me a humorous sign that I hang in my office, ‘when at first you don’t succeed, lower your standards’….
4. Sometimes, if you know the character well, you need to accept the first answer – respect yourself and the situation enough to know that, unless you are able to challenge the said character, the first answer is usually the only answer (it may not be the answer you want – accept this and move forward)
5. Remember, remember, remember what is in your control – that is you, your thoughts, your words and your behaviour

As my dismal experiences have proven, you can’t always flex your boundaries successfully. This is what lead to my disappointment in humanity (I had this disappointment for two weeks – I allowed myself to mourn what I chose to bury – my values and norms being matched by others). You can gauge whether flexing your boundaries will be successful by:

1. Checking if the transaction/relationship/situation is objectively trying to get the best result (hmmmm….)
2. Observing discourse – any contradiction in words/stories may indicate a duplicitous approach – when there is lack of congruence in words, stories and body language, I have only ever experienced duplicity. A word of warning – if you haven’t been trained in discourse analysis, best not to test this on spouses/children/loved ones
3. Verifying your purpose to flex the boundaries – if you are looking to be acknowledged or validated, acknowledge and validate yourself and move on

I may have failed, at times, to navigate corporate politics however, as the lessons keep getting bigger, stronger and harder, it is sinking in a lot quicker.

Here’s the sad thing – navigating corporate politics is becoming more apparent. Do we want to operate in an unsafe environment? No. Do we want to assume the worst in people and situations? No (here comes the infamous ‘but’) BUT, all institutes that have people dynamics will experience politics – governments, corporates, non-profits, friendship circles and even family circles. The people in this system are all fighting for a place to be noticed/heard/understood or even just seen as been in control.

What does this say about navigating politics? We need a remedy – we need to stop, re-collaborate and understand the bigger picture. If our lives revolve around an unhealthy ego system, where the end does not justify the means, and when we forget our obligation of making this world a better place (I like to think that we are all on the same page with this), we will end up doing more damage than good. And that, my wonderful readers, is for another article!