LEADER CHAMPIONS: SECRETS OF SUCCESS

Are You a
Promotable
or a
Pass-Over?

Abstract

In this article, we want to talk with you about increasing your odds of promotion. This simply means increasing the odds, not being one hundred percent sure. Our collective experiences tell us that you need to have Politic Sense, Cue Sense, Boss Sense, Ego Control Sense, Servant Sense, and Career Sense. Our belief is that you can be pretty much anything you want to be, within reason.  The challenges are to know who you are now, what you want to be, who can help you as well as hinder you, how you can get where you want to be, and how will you know it when you arrive. Sounds complex, but actually, it is not. It takes much of what we have already discussed in this book.

Politic Sense

When in a highly dangerous organizational political jungle, are you politically effective? Do you know the unwritten rules and the power-players, the wheelers and dealers? Do you know what is not said? When you are in an open, trusting, self-disclosing and non-political culture, these issues are less important because everything is out in the open. Do not be fooled. There are very few places that are not political. It is only a matter of degree.

Being politic is being aware of what is reality in others’ values, what is acceptable, what will fly at any point in time with key people, and what is financially possible. You get the idea.  Being politic means you have figured out the maze of organizational life. You know where the shocks are and where the cheese is. So, in other words, it is the art and craft of the possible. Knowing when the timing is right with the right people to ask the right questions is what it is all about, say the politic savvy person.

Do not misunderstand us. We are not saying that the politic person is a bad person, or does evil things. No. The politic person knows the ins and outs of the informal organization. S/he can see through the fog and into the darkness, and has a better sense of smell and feel, which leads us to Cue Sense.

Cue Sense

Do you pick up and sense the cues in your organization. Verbal and non-verbal signals are send on a regular basis, all the time, in your organization. Some of them are clear and focused. Others are vague, mixed, confusing, and contradictory. You need to scan the environment for these signals, especially being sensitive to the contractions between verbal and non-verbal cues. If you do not, it could limit your promotability or employability. Consider George in the Case of the Organizational Misfit.

Some organizations, and certainly some people, are committed to low risk or no risk decisions. Rules, past practices, and commitment to conformity is their safe way to endure, to make decisions. These people often dismiss the cues. Since the challenge of change produces insecurity and uncertainty, the individuals described above focus on the downside of danger, the obstacles. They negate and avoid negotiated confrontation. Sometimes, they focus on the downside so much that they become incapable of seeing the upside. They miss out. Their blinders are on.

The person who picks up on the real way things are done in the organization is sensitive to the cues. S/he watches those who are successful; what they say, how they dress, who they associate with, what battles they fight, etc..

In the end, it is always your choice to embrace the cues or to discard them. But, at least, recognize them for what they are; signals to success in your organization.

Boss Sense

There are lots of different types of bosses, the good ones and the terrible ones. We have discussed in this book examples of each, and the consequences of their beliefs and actions. Regardless of what type of boss you report to, you must understand that person very well.

Boss sense calls for interpersonal and psychological awareness of the needs, greeds, and fears of that person. How much emotional space divides you and your boss? What form of communication is expected from your boss? What does the boss want to hear and not want to hear? Does your boss trust you will do the right thing, be ethical, be honest? Is your boss threatened by you and your contributions, and what you stand for? Does you boss encourage you to stretch beyond your current assignments, accept limited failures as a part of life long learning, and, in general, want you to succeed? Is your boss your mentor, confidant, helper? Is your boss approachable? Do you trust that person to do the right thing on your behalf?