Speak Up by Higgins John & Reitz Megan

Author:Higgins, John & Reitz, Megan [Higgins, John]
Language: eng
Format: epub
Publisher: Pearson Education Limited
Published: 2019-08-01T16:00:00+00:00

Seeing the games is vital. Speaking up, counter to the games above, will be risky and we may need to tread carefully.

Listening up with discernment requires an ability to lift ourselves out of the game playing and take a more critical view on our conversations. If we don’t, we risk believing naively and wholeheartedly what people say and taking it as truth.

WHEN YOU’RE MOST AT RISK OF MISREADING POLITICS

There are times when we are more at risk of misreading our workplace politics. At these times we need to be especially vigilant about how we speak up and listen up:

When you’re new to an organisation: Often when we join an organisation we are privileged to spot strange ways of working that those who have been there a while can no longer see. However, while we find our bearings and learn the ‘language’ it is especially easy for us to make faux pas.

A direct and formidable American female executive joined a more traditional British organisation we were working with – and lasted only six months. Her difference was extremely valuable and needed, but she was unable to figure out the politics and temper her behaviour in a way that would invite others to listen to what she had to say. And frustratingly, the organisation did not have the openness to accommodate her.

When you get promoted: People act differently towards us once we’ve become more senior – we are told different things and listened to in different ways. If we are used to being “one of the guys” this can come as a surprise, as it did to Francois, the newly promoted MD Megan was coaching, who noticed after his promotion had been communicated that his colleagues began to exit his office.

During a merger or acquisition: When two cultures combine it is uncertain what the end-product will be. Who has status and authority is in flux and people vie for their reputation and a decent role in the new venture.

When there is upheaval at senior levels: The entry of a new CEO or new directors can shake things up at the top. We are unsure as to who has what sort of power and influence and whether the old way will win through or a new order is about to begin.

When you’re bought in for your difference: Often a compliment but sometimes a poison chalice, we can be invited into a team because of our different perspective. Similar to the American executive above, an ex-investment banker was invited to join the executive team of a housing association we worked with in order to bring greater commercial and financial literacy into the team. He lasted three months as his difference was too much for the rest of the executive to cope with.

This is a paradox of group dynamics 3 and how they shape what is said and heard. We are invited to join groups because of the different voice and insight we bring, but to stay in the group we have to give up that difference and talk and listen like everyone else.

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