Dynamic office politics: Powering up for program success!

Eiring, H Larry

Office politics and all of the accompanying agendas have become such a pervasive factor in today's business world that the success of an information management professional is directly linked to the success of the record and information management program. Information manage ment professionals must deal with challenges and conflicting forces on a daily basis. By developing and maintaining trust, respect, consistency, charisma and flexibility, along with building effective alliances, an information management professional will be able to "sell" more effectively the agenda of the information management program to the organization's senior management.

Given the high visibility of today's political arena, one would presume that politics is a "new" and exciting profession. The truth of the matter is that politics have been around for centuries. The Ancients (Greeks, Romans, and Egyptians) all were users and abusers of political power. Beginning with recorded history, politics played a role in decision making. The choices may have been simple, but the consequences tremendous. Who may live, die, lead, follow, and where it all would take place were primary decisions of the day.

The decisions may not be as simple and the consequences not as life threatening today, yet politics play an ever-present role in both our business and personal lives. Each of us will spend roughly 30 percent of our life in the workplace. Therefore, the politics that operate in the modern office are an important factor in how we approach our career. Dealing with and managing the politics of the office has a direct impact on how successful we will become over the course of our work life.

It has been said that politics is a "weighing of dreams against fears." It is about your dreams, your vision, and your inherent human fear of failure at meeting those dreams and losing that vision. Another way of looking at politics is to say that it is the art of getting what you want, the way you need it, when you want it. It is like "having your cake and eating it too."

Politics is the art of negotiation, compromise, and satisfaction; not an in-born skill, but a learned ability. The power of politics is the power of persuasion. Learning how and when to persuade is key to political and personal success. True persuasion is really a "sales job" and political persuasion is a broad-ranging "sales job" that must be well planned and executed to be successful. The challenge is persuading others to accomplish the needed objectives.

For the information management professional to be successful, the records and information management (RIM) program must be successfully "sold" to senior management. Management must be persuaded to "buy-in" to the RIM program and believe that it will be of benefit to them. This article presents a methodology upon which the modern information management professional can become a highly efficient and successful political "animal" in the organization to the benefit of the program and the individual.

The Agenda and Challenges

Office politics, like our state and national politics, follows an "agenda." This agenda, usually a set of smaller agendas, is the driver upon which political motivation rides. The agenda varies from office to office, yet maintains important common attributes. The information management professional must seek to make the RIM program a part of the organization's political agenda. Success in this endeavor requires both awareness and understanding of the surrounding political environment.

RIM professionals face a myriad of challenges every day:

Credibility - Information management professionals and their RIM program often lack credibility, to the detriment of the program.

Recognition - The recognition that is necessary for the success of the RIM program is often not forthcoming.

Power Base - Without credible alliances and recognition for the program, a "power base" from which to operate can not be built; it is this "base" that is at the heart of political influence.

Support - The support of others and of senior management is a critical factor in the success of a RIM program; without this level of visibility and lack of effective alliances at the top and across the organization, a good program will go unnoticed and eventually "die on the vine."

Perception - A RIM program that is perceived as a solid contributor to the success of the organization will be supported by management and be a winner. Many RIM programs have a "back-office" image and are consequently deemed unimportant or not critical to the mission of the organization.

Vision - Many RIM programs fail because they lack a clear "vision" and are without direction or defined objectives. A positive, clearly defined vision of what the RIM program can accomplish is a key element in the drive for success.

The Forces of Good and Evil

Conflicting forces, present on a daily basis, can derail a RIM program's quest for success. Realizing which forces are at work and whether they help or hinder, and managing those forces will be essential in neutralizing their impact on the RIM program. It is important to be realistic in dealing with these forces and the environment in which they are functioning. Accepting the reality of the environment will help minimize the frustration that can occur when dealing with political forces.

The more common forces at work in the business setting are:

Turf Wars: Turf wars result when it is perceived that the agenda of one program may be encroaching on that of another. They can also occur in a personal setting when career agendas conflict. To head off turf wars, make sure that overlapping objectives of the programs are "out on the table" and build alliances with the other individuals involved. The situation can often be turned into a win-win for all involved.

Brokering: Brokering for power in the office is a common but often unnoticed practice. Building "strategic" alliances with others and offering to share or "broker" situations can help win the support of senior management and, ultimately, help the RIM program achieve its objectives. The key is to be observant. Is the RIM program being noticed? Are you, the information manager, in demand? If not, then you and the program may have been brokered aside.

Economics: The organization's economic environment significantly impacts the success or failure of any RIM program. Lack of funding or lack of emphasis on obtaining funding - can deal a deathblow to the program even before it gets started. As in national and local politics, money often equates power. To obtain funding for the program, a logical and visible case before the people who control the organizational budget must be made. This presentation needs to stress the fiscal and operational benefit to those who will make the funding decision. It helps to have gained the support of other powerful alliances prior to the presentation.

Alliances: The alliance is one of the most useful and powerful forces in politics. Two or three allied individuals are more powerful than one. There truly is strength in numbers. Building alliances that are beneficial to the cause is essential to the RIM program's success. Knowing how to deal with alliances that work against the program will ensure that it is not derailed. The key is to build strong, logical alliances and to nurture those as one would a good, lasting friendship. Never underestimate the power of this force.

Back-room Bargains: Deals and decisions are often made "in the back room." This "back room" may be a lunch meeting, the golf course, or a private club function. The place is not important, but the content is. These types of meetings can be used to consolidate an alliance, to make "private" decisions, or even kill the RIM program. The "deal" is difficult to address because it is made in secret. However, if your alliance network is pervasive, one of your allies will likely get wind of the bargain. Be alert and realize that these "bargains" happen all of the time.

Corporate Strategy: The corporate strategy is the directional "statement" by which the organization lives and operates. It is often a product of intense discussion, brokering, and negotiation by the organization's top officers, each of whom has likely acted in a most "political" manner to assure that the strategy addresses their particular concern. The strategy, by its very nature, is political and dealing with it can be particularly sensitive. To increase its chance of success, align the RIM program with the corporate strategy. Stating the program's primary objectives in the corporate strategy statement will result in greater visibility for the program; this level of visibility connotes respect and credibility for you and the RIM program.

Friends and Foes: In all organizations, the RIM program will have both friends and foes. Ascertain who they are early in the game. The best course of action is to strengthen the alliances with your friends and to try to convert your foes into supporters of the RIM program. Start by highlighting how the program will benefit them. This tactic can turn a foe into an ally.

Remember, the forces of good and evil are ever present in the business world. It is essential that the information manager be visible within the environment and flexible in dealing with the changing landscape.

Political Animals

Any decision is a choice. It is a "vote" between one or more alternatives. Thus, making a choice is inherently a political action. Therefore it follows that we are all "political animals" because we choose how we will vote on the alternatives before us.

There are common threads to the way we all act politically. These threads are deep rooted in our value systems and are the driving forces behind how each of us approaches a political situation, how we react to it, and ultimately how successful we become in the aftermath of that decision. These common threads - or traits - distinguish the various types of political animals out there. Knowing what type of political "animal" we - and are colleagues are will help us learn how to enter into any political situation and come out a winner.

The Bull

The political "Bull" is a proactive and aggressive animal. Its traits include a high level of assertiveness in situations and an overwhelming ego. The Bull usually takes an emotionally charged and opinionated approach to issues, yet is keenly aware of the details of an issue. At times the Bull is intimidating, seeming to approach an issue or an individual in a gregarious, "larger-- than-life" fashion. In the most aggressive of cases, Bulls may appear to have the "China Shop Syndrome," not realizing that their assertiveness, ego, and opinion are upsetting the very environment in which they are operating. These individuals can be passionate and in some cases over-zealous about their program. Many Bulls view the world as a of causes about which they feel strongly pro or con. Even given all this emotion, the Bull can be incredibly successful.

The key to success for a Bull is to funnel the passion, emotion, and ego in such a manner as to make the RIM program an essential part of the organizational operation. Misplaced passion and ego on the part of the RIM professional will doom the program by overwhelming allies and appearing to be self-serving and out of sync with the corporate strategy.

Examples, both positive and negative, of Bulls in history are Winston Churchill, Douglas MacArthur, Ross Perot, Rev. Jesse Jackson, and Senator Jesse Helms.

The Owl

The political "Owl" is a pragmatic, realistic, thinking animal. Traits include a high level of self-- confidence, a passion for detail and information, and a calculated, often cautious approach to decisionmaking. By viewing the environment in a realistic manner and using a consistent methodology of information gathering, the Owl is seen as an aware and knowledgeable ally. The Owl can share some Bull traits such as awareness and passion for a cause, yet the Owl tends to approach these in a detailed, factual manner rather than in conceptual abstraction. Their tendency to be realistic and detail oriented can result in the Owl being perceived as cold, calculating, and emotionless. Many Owls suppress the passion that dwells inside, allowing the facts to speak for themselves. Some individuals find this calculated, factual approach intimidating, while others may want to challenge the Owl by bringing him/her to a conceptual level.

Most Owls are good listeners and good "team players." They tend to subscribe to the organizational mission and do not openly challenge authority. Owls tend to work "behind the scenes" and form alliances to build trust and success. Consequently, Owls may be perceived as secretive and micromanaging, leading to others mistrusting their motives. The Owl can dispel the negative byproducts of their calculated approach by opening up defined channels of communication. Examples of Owls: Jimmy Carter, Dwight Eisenhower, and Bill Clinton.

The Lamb

The political "Lamb" is typically regarded as being a "lightweight," characterized as unassertive, quiet, often unemotional and introverted; they are generally not seen or heard. Lambs tend to be realistic, sometimes naive individuals who my know the facts and realize the environment, yet are too intimidated to act on their own behalf. By calculating the real risks and forming quiet alliances, the Lamb can prove a formidable, yet quiet, political adversary. Lambs generally make the best team players and are ready to meet challenges by always saying "yes" to the boss, which typically results in the building of essential trust between management and the Lamb. This trustworthy alliance allows the Lamb access, influence, and ultimately power. Examples of Lambs are George Bush (as vice president), Calvin Coolidge, and Neville Chamberlain.

The Trait Matrix

Each of these animals fits into a "trait-matrix" that reflects the assertiveness and emotional levels of the individual.

The interaction and commonality of the traits drives how each political animal type handles the political environment of the office. Knowing and understanding these drivers will enable you to deal more effectively with any situation, thereby placing the RIM program seemingly above the fray and in control.

The following are descriptions of the trait matrixes and how each of the "animals" fits within that matrix.

Assertive/Emotional (A/E) -- The Bull

The Bull is an assertive and emotional (A/E) person who is dynamic and often over-excited. As discussed earlier, this type can be aggressive, arrogant, and overbearing to the point of annoyance. When the A/E goes "too far," others begin to question the individual's real motivation. The A/E can appear self-serving, untrustworthy, and possibly negative to the organization. On the positive side, if the A/E keeps emotion and ego in check, the individual may become a valuable part of the organization as a passionate, knowledgeable, and control-oriented ally. The usefulness of the A/E individual to an organization can not be underestimated; management looks for players who can express passion about the organization's mission and who can become part of the power/ control structure.

When dealing with an A/E, never question their passion. That passion and emotion drives them. Try to make the A/E aware that you share their passion and are willing to be a part of their "team" and would like them to share their passion and excitement with you and your program. Feeding the A/E ego will be like feeding a hungry bear; it will keep them calm and under control.

Un-Assertive/Emotional (UN-A/E) - The Passive Owl

The UN-A/E individual is the passive, quiet version of the Owl. The UN-A/E typically displays optimism and tends to exude an air of trust and decency. The UN-A/E is also consistent in his/her approach to situations and uses the factual details gained to fully evaluate issues and circumstances. The ultimate pragmatist, a UN-A/E can appear cold and slow to warm up to people. Their decision-making process is usually a long and detailed one. They tend to let others be passionate about issues and often work as "behind-the-- scenes" operatives. UN-A/E individuals generally make dedicated followers and serve as a valued part of an alliance.

If the RIM program encounters an UN-A/E, you may become frustrated with the level of detail requested and the time it takes for them to make a decision. Remember that the UN-A/E enjoys information and provide that information up front. This may help to accelerate the decision-making process and increase the program's perceived credibility.

Assertive/Un-Emotional (A/UN-E) - The Active Owl

The A/UN-E is a more active Owl. They are both pragmatic and consistent in their approach. While the passive Owl sees detail in facts, the active sees detail in situations. The A/UN-E likes to get involved with the intimate details of a project, often to the point of micromanaging. They are concerned with the "bottom line" and are excited about the possibilities surrounding the achievement of the mission, no matter what it takes. This type generally grows into a leadership role in an organization owing largely to their ability to deal with the facts and focus on the organization's mission. The A/UN-E also displays a great deal of tact in working with others toward achieving the goals of the organization. Credibility and trust are central to this trait.

The A/UN-E will want you on their team. It is your job to accept the call and bring the RIM program and its objectives as part of the package. This may increase your opportunities to grow alliances. However, you must control the situation in such a way as to promote the RIM program and not let it be buried by other interests.

Un-Assertive/Un-Emotional (UN-A/UN-E) - The Lamb

Every organization needs consistent and dedicated followers - or Lambs. UN-A/UN-E individuals consistently, and quietly, getting the work done. They rarely cause problems, except when they must react to survive.

Gaining the support of the UN-A/ UN-E often requires coddling. They are often so reserved that gaining their trust may be an effort; any positive emotion must be brought out through constant reinforcement of the individual's performance and abilities. Known as the ultimate team player, it is wise to have the UN-A/UN-E on your side. Their level of consistency and trust is usually without reproach and can be most valuable in dealing with the changing political landscape.

Regardless in which quadrant of the matrix they fall, all individuals generally share a desire to be a valuable and contributing member of the organization. All types desire a level of trust and respect and typically give trust and respect when dealt with fairly.

How To Be a Winner

Ultimately, success at both the individual and program levels requires the waging of an effective campaign. The overall objective of any campaign is to come out a winner, which will in this case enable the program to proceed and grow in the organization.

It is in fact an endless campaign. One that must have well-developed goals and objectives, or platform; these will become the center of the RIM program. The approach to promoting the platform and waging the campaign can be a complicated thought process. Yet, most of the process is simple common sense. A well-planned and executed campaign will be a winner.

Set Goals and Objectives

When setting the goals and objectives of the campaign (RIM Program), it is important that you

Set High Marks: Do not sell yourself or the RIM program short. The higher the goal, the better the chance of getting the best results.

Be Realistic: While setting high marks, remember to be realistic about your abilities to manage the campaign and the program. Set the goals within reasonable, obtainable limits.

Know What To Expect: Setting high marks in a realistic framework helps to ensure that your expectations of the outcome for the campaign and the program will be met. If the goals are more than you or the program can handle, your expectations may be too high. This will result in a frustrating and demoralizing downfall if the campaign does not proceed as expected. Be aware of the pitfalls and stay flexible enough to react.

Be Specific: Make sure that the goals and objectives are specific statements of what can be realistically achieved within the organizational environment. One suggestion is to highlight keywords or phrases in the RIM program's objective statement and clearly define them in the program's goals. By being specific, no one can second-guess what you are trying to achieve.

Know Who and Why

Knowledge is the key to success. Being aware of the organizational surroundings is critical to ensuring the RIM program is visible and successful. Most of all, remember never to assume. Assumptions have gotten a lot of people into trouble over the years. Get ALL the facts. Do not assume that a statement is true check it out and make sure. Research the organization; listen; look and then make an educated decision based on all of the facts available. Many campaigns fail because an important fact was assumed or missed.

A critical part of any campaign is identifying the needs of the constituents (users). It will be nearly impossible to sell the RIM program to management if they have not perceived a valid need for it. The information manager must assess the needs as they relate to the goals and objectives of the program and tailor them into the campaign.

Assess the political environment in which the campaign will be operating. Identify alliances that may be both a help and a hindrance so that the campaign can maneuver around any obstacles. Align the campaign with valued and trusted allies early on.

Running the Campaign

Promoting the campaign effectively does not require that the information manager be a Bull. The important traits from the matrix are those of trust, respect, and consistency. The probability of success increases greatly if the campaign is waged on the basis that the content and operatives are credible, and the goals and objectives are consistently adhered to. By knowing the facts and being realistic about the program's para-meters, you and the program will gain a measure of respect and credibility. If you appear knowledgeable and articulate about the organization and its mission, you will be seen as a valuable and trusted member of the organization.

By being credible, you can build alliances for the benefit of you and the program. In fact, many individuals in an organization seek out credible alliances to promote their own campaigns. These individuals may come to you for support at the same time you are looking for their support. In this, a mutually beneficial alliance may be formed.

Once you have proved your knowledge, gained the respect of your peers, and built firm and broad alliances, you are in a position to negotiate for what the program needs. It is from this position that you can begin to utilize the core of political power - persuasion.

Negotiate

Negotiation is a core element of the political process; it is a learned skill that any political animal can master. Again, make sure that the program objectives are clearly defined and simple enough for all parties to understand. Learn what the other party may have to offer and identify potential stumbling blocks. This will enable you to be flexible in approach and better positioned to offer something in exchange. Use your allies to tactfully negotiate behind the scenes on your behalf. Remember to keep close control over your alliances and not assume that all is well.

Most importantly, always ask for more than you need. This will allow you precious room to negotiate. If you have to compromise, you can still attain your goal. Whereas if you start at your final destiny, you have no where to go; you will most certainly end up with less and in a situation that may be detrimental to the program.

Strive for a win-win solution in all negotiations. Of course, this first requires that you know and understand the other party's goals. That way you can negotiate an outcome that gives both you and your adversary what you each need. It will also enhance your credibility and therefore that of the RIM program.

Be Consistent

Make the identified program objectives a central theme for the campaign, and stick to them. Presenting the program consistently - and tactfully - in alignment with its set objectives increases credibility. And once the program is seen as being credible, you and the ideals of the program will become a trusted part of the organization. It will be difficult for any senior level manager to renounce a trusted and credible program; doing so could politically jeopardize their alliances with others who respect the program. Simply put,

CONSISTENCY = CREDIBILITY

CREDIBILITY = TRUST

TRUST = RESPECT

Consistency is also a key to "job security." If you are perceived as being trustworthy and as having the organization's best interest at heart, you and the RIM program will more likely survive threats such as down-- sizing, layoffs, outsourcing, etc.. You will be viewed as a valuable member of the organizational team.

Bond with Everyone

The importance of forming alliances cannot be understated. You cannot, in the modern office, go about developing and promoting the RIM program alone. The environment has become too complex and the myriad of agendas, both personal and organizational, demand that you and the program have solid backing. To build an alliance, find those in the organization who share the same passion and conviction for the RIM program. It may even be helpful to enlist these players' help in setting the program's goals and objectives. By doing so, these allies buy-in to the program early on, and therefore have a vested interest in its success. The next step is to expand the alliance by using the core group as a networking tool. Have this core group spread the word about the RIM program and its benefits. It is up to you to control your alliance to assure that all members are consistent in their approach. These alliances give the program influence within the organization; influence begets credibility and respect.

The Law of Office Politics

Gaining alliances, building trust, and commanding respect are all duties that you must strive for consciously every day. In order for you and the RIM program to succeed, and regardless of what type of political animal you are, you must act consistent with the following "law":

CONSISTENT and CREDIBLE actions and words with those you have BONDED with will increase your INFLUENCE and allow you to PERSUADE from a position of POWER and RESPECT.

Now that you and the RIM program are perceived as credible and are respected throughout the organization, you can consolidate this influence and power easily into a position of leadership. The ultimate level of success is to be a leader in your field, your organization, or in your community. This achievement connotes that you are a success and, handled properly, will allow you to be continuously successful.

Attaining and maintaining leadership stature demands that you

Never forget the larger "mission"

Be consistent in words and actions

Remain credible

Solve the "little problems" first

An important virtue of a leader is a focus on the team. The success of your team, no matter how small or large, reflects on your ability as a leader and ultimately on your success. Always keep in mind the following doctrine:

" I care more about the success of my people (team) than I do my own future, but I care more about the organization accomplishing its mission more than either one."

When you think globally for the benefit of the organization, the success will filter to all levels. Your success as a leader will be assured.

Dealing with the politics of the modern office can be a frustrating and often demoralizing activity. But if you approach each situation in a positive way and strive to turn your "lemons" into lemonade, you and your program will be successful and an integral, indispensable part of the organization. Never forget that success as an information management professional is tied to the success of the RIM program. If it succeeds, you will succeed.

Always strive to obtain the most from every situation and be flexible in your approach. Remain credible and gain respect by giving respect. Build positive alliances by knowing the facts and getting others to subscribe to the program. Expand alliances and act as a team player, building to a position of influence and leadership. Reach for success at every turn. By subscribing to these simple common sense activities, you and the RIM program can get what you want, when you want it, the way you need it.

ABOUT THE AUTHOR: H. Larry Eiring, CRM, has been involved in information management and technology integration for more than 17 years. His broad experience includes business process analysis, technology and financial assessment, system integration, and team management skills. He is currently the Senior Records and Information Manager for the law firm of Covington and Burling in Washington, D.C. Eiring holds a Master of Administrative Science degree from The Johns Hopkins University, and a bachelor's degree in political science and history from Loyola College. He is currently a member of the Board of Directors of ARMA International and has been active at the national and chapter level for many years.

Copyright Association of Records Managers and Administrators Inc. Jan 1999
Provided by ProQuest Information and Learning Company. All rights Reserved