The Hidden Language of Business

Transcription

1 The Hidden Language of Business Workplace Politics, Power & Influence Margaret Morford The HR Edge, Inc. 133 Hearthstone Manor Circle, Brentwood, TN Telephone (615)

2 Margaret Morford 133 Hearthstone Manor Circle Brentwood, TN Telephone (615) Margaret Morford is CEO for The HR Edge, Inc., an international management consulting and training company. Her clients have included Lockheed Martin, Chevron, Time Warner, Sara Lee Foods, Home and Garden Television, Roche, Nissan North America, HealthStream, Nationwide Insurance, Aegis Sciences Corporation, NAPA Auto Parts, Homeland Security, U.S. Treasury Department, New York Presbyterian Hospital (Cornell & Columbia Medical Centers), Domino s, Chimerix, Schneider Transportation, U.S. Marine Corps, Deloitte, Legislative Assembly of Ontario, Blue Cross Blue Shield, Vanderbilt University, Comcast, Intercontinental Hotel Group, National Institutes of Health, McKee Foods, Skanska, Fox Broadcasting, Schwarz BioSciences, Tractor Supply Company, Cook Medical, Fifth Third Bank, Verizon, Northwestern Mutual Life Insurance Company, SAS (computer software), The Nashville Predators national hockey franchise, Northrop Grumman, American Pacific Mortgage, Alliance Data, Miami University, Skogen Foods, Wells Fargo, The Peabody Hotel, The Hartford, TECO Energy, AmSurg, Quorum Health Resources, the U.S. Naval Nuclear Submarine Group and various local and state governments. Previous to owning her own company, Margaret was Sr. Vice President, Human Resources Consulting for a national consulting firm out of Winston-Salem, North Carolina. She has a BS degree from the University of Alabama and a JD degree from the Vanderbilt University School of Law. She has worked as an attorney, specializing in employment law as well as been Vice President of Human Resources for three large companies. She has written for The Sunday New York Times, is often quoted as a business expert in newspapers and magazines across the country including Wall Street Journal, New York Times, Chicago Tribune, USA Today, MSNBC, CBS Money Watch and Entrepreneur and appears regularly on local ABC, CBS and Fox television affiliates. She is the author of the business books, Management Courage Having the Heart of a Lion and The Hidden Language of Business Workplace Politics, Power & Influence. She has served on the Board of Directors for various corporations and charities. 2

3 About you Learn to say yes if at all possible Political Rules Do not talk about being stressed out or burned out at work Never cry or lose your temper at work Never reveal your insecurities or shortcomings to your boss or coworkers Avoid discussing your personal and/or health problems, unless absolutely necessary, and then only on a need-to-know basis Drink in moderation at all functions or gatherings where other employees are present About your communication Listen to the grape vine Watch side conversations and checking in meetings Understand the value in telling your story first Deliver bad news face-to-face Monitor your natural body language and overcome it About your electronic communication Avoid saying negative things in writing, especially electronically Use to deal with individuals who place blame. If possible, include something in your e- mail that requires their reply. Avoid using judgmental words in electronic communication Electronic communication cannot convey human emotions or indicate you are joking 3

4 More Political Rules About your relationship with co-workers Always confront in private Do not be unduly swayed by the opinions of the first person that befriends you and offers to show you the ropes in a new situation. Get lots of feedback from many individuals Understand the alliances and animosities that exist within your organization. Try to avoid becoming involved in the animosities. Expect both to shift over time Remember that the negative feelings you incur in others can have a very long life in an organization About your relationship with your boss and others in the organization Stay neutral about new bosses (or co-workers) Never speak negatively about your boss. Any problems with his/her style should only be discussed with your boss. Justify your request for a raise or promotion based upon merit and not time in the position. Avoid having this discussion immediately following a compliment from your boss. Be strategically invaluable to any new members of management that join your business unit or department. Maintain an on-going dialogue with various other departments and your governing body as well as align yourself with as many people as possible in the organization. Action Plan #1 The circumstances under which I am most likely to violate the political tenets I have circled are: I will change my behavior in the following ways in order to avoid political difficulties in the future: 4

5 Power and Influence Complete catch up is done for them if they join a meeting late They suffer no penalty for habitually showing up late to meetings When they speak, everyone stops talking They are able to operate outside of the normal organizational restraints People say, How are we going to sell (their names) on this? People that work for them get higher raises than are normal in your organization They can disregard requests from other business units and not suffer any long-term, adverse consequences When a crisis arises, your CEO (or the highest level person in your organization) meets with them behind closed doors Their areas routinely suffer fewer budget cuts than other areas As the organization changes, they are able to maintain their position or move up They deliver results Action Plan #2 The people that hold real power and influence in my organization are: I will try to develop an opportunity to work with each one by: (List a plan for each name written above) 5

6 Building My Network of Supporters Action Plan 3A, 3B & 3C Internal Networking Name Target Date Activity External Networking Name Target Date Activity Broadening My Influence Name of Contact Person I Want to Meet Contact Target Date