by Robert Roßbach
How much time should you spend with politics at your institution?
Politics include getting to know who the important decision makers are and what or who influences them, figuring out how the money flows, taking a stance and guiding policy on things that matter to the people who work at your institution and in your department. In short, this includes people dynamics and policy.
As with most of these kinds of activities, the right answer is something only you can find.
Yet, there is one wrong answer: spending no time being part of the “political game” at your institution. Even though it may seem that this is not directly related to your research and appears to be a waste of time, you should put some time for it on your calendar.
Engaging in institutional politics may help you gain support for your projects, understand the dynamics and priorities of your organization, and position yourself more favorably for opportunities and advancements. It’s an investment in your future and the future of your work, providing you with insights and connections that can facilitate your professional journey. To make the most out of it, you should think about it strategically. We have put together some ideas on how you can approach this topic effectively.
Get to Know the Department Administrators, Staff and Facility Managers (and All Others)
When you are new to an institution, it’s essential to swiftly understand who holds which role within the organization. Concentrate on the decision-making paths. Determine who makes the decisions, who needs to be involved in the decision-making process, and who can influence a decision. This knowledge allows you to direct your questions and proposals to the right individuals, ensuring efficiency and effectiveness in your communication, preventing the waste of time and resources.
My father-in-law, a former teacher, always emphasized the significance of the facility manager in every school. This insight brings attention to the often overlooked but vital roles within an organization. The facility manager, with their extensive knowledge, emerges as a valuable ally in understanding the practical and logistical aspects of institutional operations. Their expertise can offer solutions, streamline processes, and ensure access to essential resources and support.
I personally value the role of personal assistants in a company. My experience has taught me that personal assistants often act as gatekeepers to senior management. That’s why establishing a connection with them is crucial. They possess a unique overview of the organizational landscape, offering insights into decision-making processes, upcoming opportunities, and the internal dynamics of the institution. Building a relationship with them not only eases communication with senior management but also keeps you informed and prepared by providing a pulse on the organizational climate. At your institution, they may not be called “personal assistant” but program manager, business manager, etc. No matter their position title, they are the people with most institutional knowledge and they often yield power in ways that are not immediately obvious from their title. Aside from that, it’s simply good leadership to appreciate and foster relationships with people at all levels who help you move your agenda forward.
Take Stakeholder Management Seriously
Effective stakeholder management is crucial. Identify and list all your allies and opponents within the institution. Understand their positions, their influence, and most importantly, their personalities, and tailor your approach accordingly. I recall working with a senior manager at my old company where our one-on-one meetings always ended up in heated arguments. This continued until I understood the importance of personality differences. Recognizing our distinct personalities and learning how to approach him changed the dynamics of our meetings. I am a person who makes decisions based on facts. However, presenting him with data and suggestions didn’t work. His constant hesitation to make decisions frustrated me. But understanding his personality made me realize that he needed a narrative, filled with analogies and colorful pictures, which put all the facts into context. He needed to “feel” the facts. Changing my approach to this narrative style made all the difference.
It’s also vital to recognize the impact each stakeholder has on your journey. Allocate more attention to those who have a significant impact, whether opponents or allies. For opponents, find and emphasize common ground. It’s not about winning them over with charm, but finding mutual goals or interests that can form the basis of a working relationship. Attempt to shift them more towards being allies, or at least neutral to your position. However, you may encounter individuals who are intent on causing harm but have no real influence on your activities. Treat them as you would a mosquito bite: itchy but harmless. The best approach is to ignore them. I’ve encountered numerous clients who were troubled by annoying colleagues, but finding the ability to ignore these individuals brought them peace of mind.Grow Your Network and Build Relationships
Building a good, diverse network is a crucial step in bolstering your professional journey. A diverse network acts as a wellspring of varied knowledge, perspectives, and insights, all of which contribute significantly to your personal and professional development. Engage with individuals from different backgrounds, roles, and experiences to spark innovation through a myriad of ideas and viewpoints. This diversity is your ally in problem-solving, offering a kaleidoscope of solutions and unveiling new angles and aspects that you might miss on your own. Beyond these benefits, a diverse network broadens your access to a wide array of opportunities, from career advancement to fruitful collaborations. Moreover, it solidifies your support system, providing guidance, mentorship, and assistance in times of challenge. In essence, actively seek to expand and diversify your network.
Be a Politician – Don’t Ask for Help, Ask for Advice
This is a small yet very powerful intervention. It’s simple: If you ask for help, sometimes, and by specific types of personality, this could be perceived as weakness. If you ask for advice, you ask to participate in the great wisdom of the person in front of you. It also triggers a reflex to think about solutions. One question: What happens to you, if I would ask you to finish this paragraph, and what if I ask you for advice on how to complete this paragraph?
Now, consider the subtle shift in dynamics. When asking for advice, you inherently acknowledge the expertise and insight of the other person, fostering a sense of respect and collaboration. This approach not only provides you with valuable perspectives but also strengthens your professional relationships. It positions you as someone who values others’ input, promoting a culture of mutual growth and learning.
One-on-one meetings
Engage stakeholders individually by creating as many one-on-one situations as possible. It’s about building robust relationships beyond professional obligations within institutional politics. Politicians do that excessively; these are the conversations behind closed doors. You don’t have to do that with secrecy. Having some topics to discuss with the department chair or the dean might be an opportunity to also have an informal discussion. I use the rule that I plan such meetings with 50% of time dedicated to content and 50% for informal discussions. Extend this practice by consistently scheduling these one-on-one meetings with various stakeholders across different levels and departments. This regular interaction not only keeps you updated but also makes you more visible and accessible to others. It’s an opportunity to demonstrate your commitment, interest, and proactive approach to your role and responsibilities within the institution. It allows you to gather diverse insights, feedback, and suggestions, contributing to your understanding and perspective. It’s also a chance to clarify doubts, address concerns, and offer your point of view and assistance to others. And you are more likely to get the latest rumors.
Create Win-Win Situations
Lastly, make sure your proposals or requests benefit all parties involved. Ask yourself what the benefit is for those who make the decision. If you can show that your proposal benefits especially this decision-maker, then approval is much closer to you. But don’t stop there. Extend your vision to encompass the broader organization. Consider how your proposal can be structured to bring value to as many stakeholders as possible.
In crafting your proposals, take the time to understand the goals, challenges, and priorities of the various stakeholders within your institution. This insight allows you to align your requests with their objectives, demonstrating the multifaceted value of your proposal. Highlight the shared benefits and the positive impact on collective goals and challenges. In doing so, you not only increase the likelihood of gaining approval but also foster a collaborative and inclusive environment. You demonstrate your commitment to the collective success and growth of the organization, reinforcing your position as a valuable and strategic contributor. This approach to creating win-win situations enhances your influence and impact within the institution, paving the way for future opportunities and collaborations.
Is playing politics “dirty”?
While I write these lines, I come to realize that the advice given here can feel awkward. It’s a common feeling, as engaging in institutional politics can sometimes make one feel like a fraudster, maneuvering behind the scenes to gain support and influence. This discomfort arises from the misconception that political engagement within an institution is a sly or underhanded endeavor.
It’s crucial to understand that it’s not about deception or manipulation. It’s about actively participating in the conversations and decisions that shape your institution and your role within it. It’s about being informed, being heard, and contributing to the collective success and advancement of your organization. It’s about building authentic relationships, understanding diverse perspectives, and collaborating towards mutual goals and objectives.
So, while it may feel awkward at first, remember that your engagement in institutional politics is not only legitimate but essential for your professional growth and the positive impact you can make within your institution. Approach it with integrity, openness, and a commitment to collaboration and mutual success, and the awkwardness will give way to confidence, influence, and meaningful contribution.
– Robert