Office Politics

Politics is not the art of the possible. It consists in choosing between the disastrous and the unpalatable.    

~John Kenneth Galbraith

Office politics may be something we all talk about – but in an election year, particularly this election year, the expression takes on a whole new meaning.  Strong opinions and reasonable criticisms (about both front-runner candidates) can cause employees to polarize.  Even employees who typically get along may find themselves involved in tense discussion, or worse.  

Friendly conversation or current events can lead to a heated debate.  Clashing opinions between employees at different levels of the organization can lead to feelings of insubordination or intimidation.  And with social media - posts on Facebook now bring colleagues into awareness of each others Political leanings even if not disclosed in the office.   

Worse still, consider your most forceful and opinionated staff.  Might they engage in political conversations with the intent of persuading others to (or away from) a candidate?  

What happens when any of these situations gives way to repeat interactions?  Things become far more complicated.  While some staff may successfully stay out of the fray or fervently refuse to share their opinions, others may feel pushed, challenged, or bullied by these interactions.

Though we might hope that all of this will blow-over, we are months away from the general election.  And it is these on-going office politics that threaten to derail a business as they undermine morale, hinder teamwork and damage productivity.  They may even lead to more troubling (and potentially litigious) behaviors – all of which are sure to linger beyond Election Day.

The best strategy for keeping these office politics at bay is to get in front of them and plan ahead (as much as is still possible). 

1. Review your company policy on social or political behaviors at work.  This may also overlap with your policies on diversity.  Are there policies addressing the use the display or demonstration of affiliations, etc.?  Do you need to revise these?

2. Determine what constitutes acceptable company behavior.  Some thoughts to consider:

• If friendly debate/conversation is allowed, is it limited to lunch and break rooms?
• Can a person post their affiliation in their office/cubicle?
• Is staff allowed to congregate or campaign on company grounds?
• How does title/role play a part in determining what a person can/can’t say?

3. Consult your corporate attorney.  While 1^st Amendment Rights were created to establish political freedom, the workplace is not public property and therefore is not the appropriate forum for enacting those rights.  What steps can you take?

4. Engage your staff.  Be clear with all staff about the company’s position regarding these actions.  Create a clear path for staff to follow should any concerns arise.  Be specific about rules and consequences.

5. Be Consistent.  Nothing is more troubling or will lead to more discord than allowing some individuals to express their beliefs freely while other are held accountable.  This is especially true if the rules seem to favor a certain individual, a particular rank within the company, or a given political party.

Giving Great (and REAL) Feedback

Wouldn’t it be great if giving feedback could promote better workplace relations, improve rapport, and also garner desired change?  It’s possible – and not all that hard.

Delivering feedback is a challenge not only facing managers and supervisors, but facing anyone who wants to tell another person that s/he needs to change.  The challenge for most people is that they don’t want to hurt, disappoint, shock, or anger the person they are informing.  Out of their own fear, most people tend 

to stumble through such an effort.  They are unclear, rambling, incomplete or even abrupt in their delivery.  The result being that both parties find the interaction painful or unsettling.  No wonder it’s something so many of us avoid.

I have found the following to be a truly functional way of delivering feedback:

BEFORE Giving the Feedback

1.    Do your homework – Giving useful feedback requires an understanding of the big picture.  So before giving criticism on someone’s time management for example, find out what is on their plate and from whom.  Find out what they believe to be the priorities and why. 

2.    Find the Good (for them) – You may be about to deliver them a blow, but what could be (or is) the upside for them?  For example, a manager is seen by peers as under-performing.  The upside is that others believe in his/her potential. 

3.    Set up a meeting – Sharing feedback is a conversation, not a quick or one-sided announcement.  Schedule time for you and the other person to speak.  Tell them (generally) what the conversation will be about.  For example, “…To discuss your work with our team.”  Make sure to schedule the meeting to last at least 30 minutes.  This signifies the importance of the meeting, and promotes the conversational element of it.

DURING – Make it a Conversation

4.    Begin with the Facts and Big Picture – When the meeting begins, don’t delay.  Explain why you are meeting with them, what the concerns/problems are, and give them the positive (“up-side”) to the feedback.  Describe it as such.  Keep this succinct.

5.    Allow Them to Respond – It’s natural for them to be defensive - let them speak their peace.  Then remind them of the initial statements of fact and the “up-side” to it. 

6.    Work Toward Solutions – After the concerns are clear, ask them for their ideas/thoughts on improving the situation.  Be encouraging!  If they are stuck, or (once they have finished) if you have ideas that you’d like to share, ask permission to share your own thoughts/ideas for improving the situation.  When possible, weave these ideas with the “up-side” you’ve uncovered.

 

     CLOSING - Wrapping Things Up

7.    Demonstrate Your Support – Once a plan for (their) change has been decided, demonstrate your support by describing what you will be doing to help. 

8.    Show Gratitude - Thank them for meeting with you and working on this together.

Remember, change is hard.  The feedback meeting is only the first step in promoting and fostering change.  Be sure to check in on the situation regularly.  Follow-up both with the recipient of the feedback, and with those who may be more aware of any changes that are occurring.