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4. Don’t know the movers and shakers? Identify the key players and their roles. How do they get
things done? Who do they rely on for expediting things through the maze? How do you compare to
them? Who are the major gatekeepers who control the flow of resources, information, and decisions?
Who are the guides and the helpers? Get to know them better. Build or join coalitions. Who are the
major resisters and stoppers? Try to avoid them. Go around them if you have to.

Want to learn more? Take a deep dive…

Bergstrand, J. (2013, March 27). Great CIOs are politically savvy. CIO.
Bryan, L. L., Matson, E., & Weiss, L. M. (2007, November). Harnessing the power of informal
employee networks. McKinsey Quarterly.
Goldsmith, M., & Katzenbach, J. (2007, February 14). Navigating the “informal” organization.
Bloomberg Businessweek.

5. Right audience, wrong message? Understand what makes individuals and groups distinct.
Become people sensitive. Learn to read people. Predict how they are going to react to you and to
what you are trying to get done. Some studies argue that your ability to identify with others is a critical
success factor in getting things done. The magic and the complexity of life is that people are different.
Each requires special consideration and treatment. Take time to observe others. How do they react to
people and situations? If you are able to predict what individuals or groups will do, you will be able to
select from among your various tactics, skills, tones, and styles to get done what you need.

6. Getting a poor response from others? Make a positive impression. Personal style can get in the
way. People differ in the impression they leave. Study the individual or group you need to influence.
What do they value? What would impress them? What steps can you take to achieve this? Research
shows that if you are to influence successfully, others need to be positively impressed by your
integrity, authenticity, and sincerity. They must see that you are genuine, honest, and forthright. Do
this well and you will inspire trust and confidence. As a result, you will achieve more than those who
leave a negative impression.

7. Taking more than you’re giving? Think equity. Relationships that work are built on equity and
considering the impact on others. Don’t just ask for things; find some common ground where you can
provide help, not just ask for it. What does the unit you’re contacting need in the way of problem
solving or information? Do you know how they see the issue? Is it even important to them? How does
what you’re working on affect them? If it affects them negatively, can you trade something, appeal to
the common good, figure out some way to minimize the work or other impact (volunteering staff help,
for example)?

8. Too agreeable? Balance being agreeable with being political. Do you value harmony and getting
along with others over getting things done? Are you quick to compromise your interests? Do you tend
to be compassionate, cooperative, and considerate toward others? Your accommodating nature
alone will not always be enough to drive results. Some circumstances will require you to behave
politically. To be more assertive. More competitive. Studies have shown that individuals who combine
a highly agreeable approach with high political skill demonstrate higher levels of job performance than
those who display low levels of either or both.
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