Understanding the Basics of Power & Politics

1. Understanding the Basics of Power & Politics Carol Deutschlander, CBAP February 2010

2. Understand various types of Power Gain a basic understanding of political skill at work Objectives for today’s presentation

3. Types of Power

4. Power is defined as a person’s ability to get personal goals or organizational objectives accomplished in the manner they want them done. Power is the ability to influence others to do: what you want, when you want and in a way that suits you. It is important to remember that power only really exists if others acknowledge one’s power. Power defined

5. Formal power comes from the position a person holds in the organization. This can also be referred to as legitimate power or title power. This is the most obvious power that exists Formal power

6. Several forms of informal power including; Referent power Charismatic power Expert power Information power Connection power Coercive power Reward power Network power Informal power

7. Power given to people who are considered role models. This can also been seen as a form of charismatic power. This type of power occurs when people in an organization like an individual and want to be like them. The role model holds the power and is a reference point for others in the organization. They have the ability to influence the opinions of others. Referent power

8. Occurs where an individual is liked and respected. This person has well developed interpersonal skills that allow them to effectively win others’ cooperation and commitment. They also have the ability to build trust and agreement. People with this type of power have highly effective communication skills but may have little formal authority. Charismatic power

9. Power earned by people based on their expertise or knowledge. This expertise is believed to be needed by others in the organization to be effective in their roles. People with this power can use their expertise to help others accomplish personal or organizational goals. Holding this type of power shows the degree of confidence people have in you and your abilities. This can be a real form of power, specifically if the expert has more knowledge than a manager. Expert power

10. Similar to expert power, information power is due to the amount of information an individual has and controls. This information can be used to understand how an organization really works. Individuals are willing to defer to the power-holder because they believe the person has information that is required to do their own job or for organizational survival Information power

11. Is where an individual has power simply based on their connection to people who have power. ‘The classic adage, "It isn't what you know, it's who you know," succinctly states the importance of connections as a source of power with peers and superiors’ (Source: Power & Politics in Project Management) Connection power

12. Also referred to as punishment power. This type of power exists when negative consequences are applied to an individual like being fired or receiving a pay decrease. It could also be in the form of removing a valued reward. Coercive power

13. Is the use of positive incentives like bonuses and pay increases. People who use this power remove negative punishments and distribute rewards that are valued by people in the organization. Reward power

14. Is when a person has the ability to build alliances with influential individuals. This person’s power is based on their personal and business contacts. They have people they can call on for help and are willing to return the favor. Network power

15. When working on any specific situation a BA must first understand who has power and what type of power or combination of power they have. BAs need to understand what personal power they possess and what if any alliance they have that can be called on. In situations where ‘something needs to be done’, as with anything else, understanding the power only goes so far, a BA must be able to pick their battles wisely. Working knowledge for Business Analysts

16. It is not only choosing the battle, the business analyst also needs to know if it is the right time for that battle, which players have the power and if they have enough power to win that battle. Always keeping in mind that ‘sometimes the best way to fight and win a battle is not to fight at all’ (Source: A Survival Guide for Working with Humans) Working knowledge

17. Political Skill At Work

18. Political skill is defined as the ability to understand individuals at work and to use that knowledge to influence people to act in ways that enhance a person’s personal or the organization’s objectives. It is ‘being able to influence at work through persuasion, orchestrating support, and inspiring trust and confidence is the essence of political skill’ The key focus is trust. Another important aspect of political skill is genuineness and sincerity. It is more than what you do. It is also about how you do it. (Source: Political Skill At Work) What is it?

19. Political skill is needed to ‘operate effectively and create an environment where trust and relationship building are the norm’ Political skill is definitely becoming increasingly important for professionals and is a competency that is required to be successful. (Source: Political Skill At Work) Why is it important?

20. The interesting thing about political skill is that ‘if you have it, you appear not to have it’ ‘Politically skilled people exude a sense of personal security and a calm self confidence that attracts others and gives them a feeling of comfort’. The focus of the politically skill professional is ‘outwards towards other people, not inward and self-centered. (Source: Political Skill at Work) Who has it?

21. These individuals have a vast portfolio of techniques they can use individually or in combinations to create strategies of influence. They know the best tactic to use in a specific situation. A person high in political skill knows exactly how to perform a selected tactic, in precisely the right way, in order to obtain the desired result. What do they look like?

22. It is the people you work with who come across as sincere and authentic in their actions and who do not appear to be attempting to influence others that are actually highly politically skilled. Each influencing attempt is carried out in a way that appears genuine and without any ulterior motivation. This approach inspires trust and confidence which will go along way for any business analyst. What do they look like?

23. The assessment is taken directly from Political skill at work by Gerald R. Ferris, Sherry L Davidson, and Pamela L Perrewe. Assessing Your Political Skill

24. You should have an overall political skill score between 1 and 7. Larger scores identify people who have higher political skill, and smaller scores identify people who have lower political skill. 1 or 2 is considered low; 3, 4 or 5 is considered average; and 6 or 7 is considered high Assessment Results

25. Social astuteness Interpersonal influence Networking ability Apparent sincerity (Source: Political Skill at Work) Four Competencies of Political Skill

26. Can also be referred to as having ‘sensitivity’ to others. Socially astute people have a unique aptitude in dealing with others. They can quickly grasp different social interactions. Social astuteness

27. They are highly skilled in their ability to read non-verbal communications. In social settings they can correctly interpret not only their own behavior but the behavior of others. They are able to read individuals and predict how those individuals will react to various influencing strategies. Social astuteness

28. Includes having a ‘subtle and convincing personal style that exerts powerful influence on those around them’ These individuals are also ‘capable of great flexibility, appropriately adapting and calibrating their behavior to each situation so as to elicit particular responses from others’ Source: Political Skill at Work Interpersonal influence

29. They know the key is to focus on the objectives and to remain emotionally detached from the situation, and yet still demonstrate a degree of empathy. Source: Political Skill at Work Interpersonal influence

30. Professionals with ‘strong political skills are good at developing and using diverse networks of people’ They ‘easily develop friendships and build strong, beneficial alliances and coalitions’ Professionals need to have both informal networks for obtaining advice and formal networks for assistance in influencing decisions that are politically charged. Networking ability

31. These professionals know when it is time to call in a favor. Other people respond as they believe that the favor will be returned. These individuals ‘inspire commitment and personal obligation from those around them’ Networking ability

32. Individuals exhibit a high level of integrity. They are, or a least appear to be, honest, open and straightforward. Their influence attempts are successful, only to the extent that they are seen as having no ulterior motive. Apparent Sincerity

33. People with apparent sincerity are viewed as subtle and their motives never appear self-serving. They appear to be exactly what they claim to be. If they do have an ulterior motive, they can effectively hide them. Apparent Sincerity

34. On the second page of the hand out, calculate your score in each of the four competencies 4 Dimensions of Political Skill

35. Each of the dimensions are separated into two different issues. Do you have the ability? Are you motivated to use it? Dimensions

36. You likely have a low level of understanding of the motivations or intentions of others, or a low desire to understand them, or both You have little intuition or savvy about how to present yourself to others You do not always know the right thing to say or do in order to influence others Social Astuteness -Low Score

37. You have a satisfactory ability to understand people and a reasonable ability to read people’s motivations and to detect any hidden agendas. Represents a satisfactory level of intuition and savvy about how you come across to others. You often know the right things to say and do in order to influence others. Social Astuteness - Average Score

38. You have an excellent ability to understand people, sense their motivation and detect any hidden agendas. You have outstanding intuition and the savvy to know how to present yourself. When influencing others, you seem to instinctively know exactly the right things to say and do. Social Astuteness – High Score

39. You must listen. By trying to really listen to what someone is saying, you not only help yourself understand it better, you communicate to the speaker that the message is important to you. Show respect for others’ ways of thinking and they will be likelier to respect yours. Social AstutenessDevelopment Strategies

40. You have fairly low ability or motivation to make people feel comfortable and at ease with you. You may not have a smooth communication style with others a work. You probably have limited ability to develop a good relationship and rapport with most people. Interpersonal Influence – Low Score

41. You have a satisfactory level of ability to make people comfortable and at ease around you. You are normally able to communicate with others, but not always or with everybody. You have a reasonable ability to establish a good rapport with most people. Interpersonal Influence – Average Score

42. Your ability to make people feel at ease around you is strong. You probably have an effective communication style with others and are able to establish a good rapport with most everyone you meet. Most people are quickly drawn to you because you know how to make yourself likeable. Interpersonal Influence – High Score

43. Think about what other people might need in exchange for carrying our your wishes. Make sure you understand how your request might affect them negatively and think about a possible trade. Appeal to the common good for both of you. Interpersonal Influence Development Strategies

44. Either you have a low ability to develop relationships with others at work or you lack the motivation to spend time and effort developing these relationships, or both. You probably lack a large support network that can be used to advance your goals. Networking Ability – Low Score

45. You have satisfactory ability and motivation to spend time and energy developing working relationships with others. You probably have a reasonable formal and informal network of people that can help you move goals forward. Networking Ability – Average Score

46. You are an excellent networker. You have both the ability and motivation to develop positive work relationships. You are especially good at developing good relationships with influential people. You probably have many support networks, both formal and informal, that you often use effectively to move your goals forward in the organization. Networking Ability – High Score

47. Share information that will help people do their jobs better. Share information that will help others gain a better perspective about the department or company Have 3 pieces of information you remember about everyone If you want to improve your networking skills, do not wait for others to come to you! Networking Ability Development Strategies

48. You have limited awareness of the importance of appearing genuine and sincere. You probably show a relatively low level of interest in other people and do not place a high value on being perceived as genuine and sincere. Apparent Sincerity – Low Score

49. You have a satisfactory level of awareness regarding the importance of appearing genuine and sincere. You probably show some interest in some of the people you work with. You place a reasonable value on being perceived to be genuine and sincere. Apparent Sincerity – Average Score

50. You have a good appreciation for the importance of appearing genuine and sincere to everyone. You aspire to demonstrate a sincere interest in others at all times. It is important for you to be perceived as being genuine and sincere. Apparent Sincerity – High Score