As A Leader, Political Savvy Is NOT About Being Political As A Leader, Political Savvy Is NOT About Being Political BY 25 | The concept of “organizational politics” often conveys behavior that, at its best, is unsavory and, at is unprincipled, unethical and lacking trust. it’s worst, behavior is, by definition, neither positive nor negative. However, “political” The of political behaviors resides not in the wielding of “goodness” or “badness” influence itself but in the means used and the objectives obtained. Clearly organizations are a complex labyrinth of egos, issues, rivalries, sacred cows and personal sandboxes. Leaders who are and deal with them. “politically savvy” accept these facts To them these are everyday elements of “organizational life”. As such, they are able to influence successfully within and outside of their direct area of responsibility, understand the underlying issues and context, the personalities involved, and get things done in this labyrinth with the least amount of disruption for maximum benefit. In short, they are “politically savvy.” Being politically savvy is a key competency to success at the senior leadership levels and those who do this well more often then not, do the following: As you read through the list below take note of where you rate yourself 1 (low) – to 5 (high) on each of the following for statements – able to analyze the situation or context You’re capable of building partnerships and alliances You’re to keep conflict to a minimum You’re able to build a strong reputation You’re able
As A Leader, Political Savvy Is NOT About Being Political As A Leader, Political Savvy Is NOT About Being Political BY 25 | The concept of “organizational politics” often conveys behavior that, at its best, is unsavory and, at it’s worst, is unprincipled, unethical and lacking trust. However, “political” behavior is, by definition, neither positive nor negative. The “goodness” or “badness” of political behaviors resides not in the wielding of influence itself but in the means used and the objectives obtained. Clearly organizations are a complex labyrinth of egos, issues, rivalries, sacred cows and personal sandboxes. Leaders who are “politically savvy” accept these facts and deal with them. To them these are everyday elements of “organizational life”. As such, they are able to influence successfully within and outside of their direct area of responsibility, understand the underlying issues and context, the personalities involved, and get things done in this labyrinth with the least amount of disruption for maximum benefit. In short, they are “politically savvy.” Being politically savvy is a key competency to success at the senior leadership levels and those who do this well more often then not, do the following: As you read through the list below take note of where you rate yourself – 1 (low) to 5 (high) – on each of the following for statements You’re able to analyze the situation or context You’re capable of building partnerships and alliances You’re able to keep conflict to a minimum You’re able to build a strong reputation
Political%20Savvy%20is%20Not%20About%20Being%20Political.docx