Let's start with a quick review of last week's episode, but for the full details go back to that episode and listen there.
We started by covering the key players in office politics. Decision Makers, Gatekeepers, Connectors, Influencers, Observers, and Champions. After that, we talked about strategies: Build a decision map, Build your network, Build your people skills, and Become "the one".
But things don't always go smoothly. Sometimes, beyond the simple issue of learning who the players are and working with them in a way that allows you to accomplish your tasks, you'll find yourself facing challenges to get things done.
The first challenge you may face is when someone plays favorites. This is even more problematic when the person who plays favorites is the gatekeeper or the decision maker because they can completely stall your work.
If someone consistently gives deferential treatment to someone else, even when your suggestions are better, start by evaluating why they always defer to that person. It is often a question of trust. If so, review Episode 31 - Does your manager trust you for strategies for building trust. Additionally, try to find opportunities to meet with that person in an informal one-on-one setting such as a coffee break. Leverage your people skills and spend time building a relationship with them. Another option you have is to take your request to their favorites. Use the favorite as an influencer to convince the decision maker that your request is sound.
If the person still continues to play favorites, it may be necessary to escalate the decision to the next level. Be up front with them that you intend to escalate and don't just go around them. There will already be some contention because you are taking the decision away from them, but if you go around them, it will make all future interactions more contentious.
The next challenge you may face is when there are communication issues. This could be simple issues like lack of clarity or it could be dealing with secrets and rumors.
If it's a case of clarity, make an effort to gather the details you need and share them openly with others. If someone is consistently vague, find a way to bring the team together to come to a consensus on the appropriate level of detail that should be included -- this can often be resolved with a form or template.
If information is protected through secrets you can often break through by working with the connector to get introduced to the person who holds the information.
