The Politically Intelligent Leader by Patricia Clark White & THOMAS R. HARVEY & SHARI L. FOX

Author:Patricia Clark White & THOMAS R. HARVEY & SHARI L. FOX
Language: eng
Format: epub
ISBN: 9781475828603
Publisher: Rowman & Littlefield Publishers
Published: 2016-06-28T04:00:00+00:00

WORKING WITH CHALLENGERS

Working with challengers can be one of your most exigent and intimidating political encounters. Challengers are self-oriented and assertive. They are confident in their own views and believe in their own ability to lead, but they frequently do not respect those with less assertive political styles. They are typically decisive and scorn those who take too much time to “get things moving.” They like the limelight and getting credit for their accomplishments. They are task oriented, and they value efficiency rather than focusing on a process that takes more time but makes people feel that their input is valued.

While they are willing risk takers, they also want to be aligned with the top decision makers. Therefore, they respond well to knowing what the president, chancellor, superintendent, city manager, or electeds want.

They also respect someone who demonstrates that they have the ability to compete but the intention to cooperate. You can never let challengers see you sweat when the “heat is on.” They will lose respect for you, and it may bring out their aggressive side if they think you are an easy mark. While the challenger would seldom choose to include all sides in making a decision, it can be a very effective strategy to use when you need to keep the challenger “under control” or slow him down if he is steamrolling along.

Always do your homework when dealing with the challenger. You can be more effective if you know his agenda. It may aid you in developing a proposal in which he can win one of his goals by promoting your goal. Management by walking around helps you to keep abreast of what the challenger might be doing behind the scenes. It will also help you to gather information about your potential political blind spots. When dealing with a challenger, the more information you have, the better you will be able to handle political issues.

Dig the well early as you build your networks and coalitions. This broadens your power base and lets the challenger know he is dealing with more than one individual if he “takes you on.” Networks can help you head off any moves the challenger may be planning to resist or discredit your proposal.

Challengers may choose unusual means to reach their goals and can often surprise you at moments that can make you look unprepared, incompetent, or incoherent. It’s important to plan meticulously in working with a challenger, especially if his network or coalition includes snipers.

Having a political vision to keep you clear on your values and priorities will serve you well in dealing with challengers, who can pull you off course if you don’t have a compass.

For example, in working with Charlie Challenger to try to build a new student resource center for the university campus, it would be helpful to let him know that the university board of trustees has identified this project as their number one priority.

If his ideas are to divert funding for this project to one of his own,

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