rietinbufetmons.gq/hera-the-buddha-a-work-of-utopian.php Deactivate Your Political Buttons Chapter 7: Know the Corporate Buzz Chapter 9: Weave a Safety Network Chapter Manage the Airwaves Chapter Promote Yourself with Integrity Chapter Address Hidden Agendas Chapter Ethical Lobbying Chapter Build a Savvy Team Chapter View online Borrow Buy Freely available Show 0 more links Related resource Sample text at http: Other links Excerpt at https: Set up My libraries How do I set up "My libraries"?
These 4 locations in All: Australian Institute of Management. Open to the public May not be open to the public ; DDC Open to the public ; This single location in Australian Capital Territory: This single location in New South Wales: These 2 locations in Victoria: Open to the public Book English Monash University.
Responsibility Rick Brandon, Marty Seldman. Brandon and Seldman's fresh approach to a taboo topic is as entertaining as it is inspiring. Manage the Airwaves Chapter Some of these soloists, groups, and comedians got their start at the Apollo''s Amateur Night, when novices have a decent chance to win in competition against other amateurs. Try the Kindle edition and experience these great reading features:
None of your libraries hold this item. Found at these bookshops Searching - please wait We were unable to find this edition in any bookshop we are able to search. Such behavior definitely exists, and in twenty-five years of training and coaching thousands of executives, we''ve had "unspeakable horrors" whispered to us about the elephant in the room -- organizational politics.
This elephant has crushed many well-intentioned and capable professionals and leaders. A major goal of this book is to help you better understand unethical behavior, detect it, and protect yourself and your company culture from it.
But we invite you to consider this negative cluster of behaviors as only one type of politics. Here is a broader, more inclusive, and pragmatic definition we recommend. Organizational politics are informal, unofficial, and sometimes behind-the scenes efforts to sell ideas, influence an organization, increase power, or achieve other targeted objectives.
Notice that this practical definition is value-free and has nothing to do with partisan politics. It is neither inherently good nor bad, neither vile nor virtuous. Two conditions determine whether organizational politics become constructive or destructive: Whether the targeted objectives are for the company''s interest or only self-interests; and 2.
Whether the influence efforts used to achieve those objectives have integrity or not. If a high level of political prowess resides with individuals of questionable integrity who seek their own personal gain, ambition, or security, then organizational politics harm careers and companies.
But political savvy and skill can also help ethical, competent people sell ideas and influence others for the good of organizations.
Here''s why we''ve found it more helpful to define politics in this value-free way: If political astuteness is combined with the right values, it can be a win-win situation for you, your team, and your organization. At an individual level, this attitude means that you steer clear of the political arena and believe politics shouldn''t exist or matter in your career.
At a company level, this attitude means that leaders underestimate the reality of overly political behavior and the rotting effect on careers, the company''s reputation, results, and its bottom line. Some of these soloists, groups, and comedians got their start at the Apollo''s Amateur Night, when novices have a decent chance to win in competition against other amateurs. But there is no "Amateur Night" at the corporation, and the odds are heavily stacked against someone who is a novice in the world of organizational politics.
The amateur either defines politics so negatively that he dislikes and avoids it, never developing much political skill, or he denies negative politics altogether, trusting others to do the right thing.
When amateurs go up against more politically skillful people, their careers, ideas, and teams are at serious risk. Consider the following real-life examples of the cost paid by defining politics in a rigid manner or limiting one''s political savvy. Her responsibilities include traditional aspects of market research with particular emphasis on tapping into consumer sentiment.
She reports to the senior VP of f0marketing, who reports to the executive vice president of marketing.
Two of the nation's most successful corporate leadership consultants now reveal their proven, systematic program for using the power of "high-integrity" politics. Editorial Reviews. From Publishers Weekly. In this guide to the often slippery realm of office Survival of the Savvy: High-Integrity Political Tactics for Career and Company Success - Kindle edition by Rick Brandon, Marty Seldman. Download it.
Amy is bright, with great technical skills, and can be persistent if she thinks an idea will help the company. Usually, though, she is fairly quiet, polite, modest, and trusting. The EVP, Sam, is well-known throughout all divisions of the multinational conglomerate. He is charismatic, a great speaker, and perceived to be a true innovator in the company.
His personal life contributes to a "rebel" and "maverick" image. He rides a motorcycle, dresses in the style of the MTV generation, and refuses to wear a suit and tie. The senior management team of the parent company ignores his idiosyncrasies because of his results. Senior management across the conglomerate has previously overlooked Sam''s reputation for personal indiscretions. Amy''s latest research indicates that consumers want the company to provide larger portions.
With this increased perception of value bringing increased sales, Amy feels this strategy will dramatically increase profits. She does not share her excitement about her findings with her immediate boss because he is nearing retirement and she isn''t confident that his opinion carries any clout with superiors. Her first two attempts to present her results and strategy to Sam are not successful.
In fact, he is impatient and dismissive.
Yet, Amy is so sure she is right that she persists and Sam finally agrees to test market her approach. The results are excellent and soon the strategy is rolled out to the entire division. The positive impact on sales and profits is so great that at the end of the year Sam is named Executive of the Year by the conglomerate. At first, Amy feels tremendous pride and satisfaction that her idea has focused such a dramatic spotlight on the division.
At internal meetings Sam credits her research, but Amy starts to notice that Sam often implies that the initial impetus for the research came from him. This becomes even more noticeable after Amy''s direct boss, the senior VP of marketing, is transferred to another division.