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here? Is this the best time for candor? Should I let someone else start before I do? Did the speaker
who asked for candor really mean it?

6. Don’t know the key players? Navigate the politics of the organization. Who are the movers and
shakers in the organization? 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. Do lunch.
Who are the major resisters and stoppers? Either avoid them or sidestep them or make peace with
them. Every maze has its solution. Being politically savvy means finding that least distant path
through the organizational maze.

7. Sharing too much? Make sure comments are relevant and proper. Are you sharing things
inappropriately to cement a relationship, to get something you need, to feel like an important insider,
or because you just don’t think it through? Monitor yourself closely and ask these questions: “Why am
I sharing this? Does it move a problem along? Do people really need to know this? Will this make
someone else look bad or will it be obvious where I got it? Am I name dropping? Have I labeled facts
as facts and opinions as opinions? Will this be considered grousing, gossiping, or cutting down
another person or group? In the worst case, how could this person use this information in a way that
would reflect badly on me?” A general rule of thumb is that you can be as candid as you like as long
as comments refer to specific problems/issues and you’re not violating confidences and the person
you are giving the information to can be trusted.

8. Talking about people? Refrain from gossiping. A lot of political noise comes from sharing private
views of others in the wrong settings and with the wrong people. All things come around that go
around. In closed organizations, people quickly find out what you have said about them. If you are
having trouble with this, the simplest rule is never to share any negative information about another
person unless it is a formal evaluation process in the organization.

9. Dealing with executives? Approach top management with extra care. In the special case of
dealing with top management, sensitivities are high, egos can be big, and tensions can be severe.
There is a lot of room for making statements or acting in ways that would be seen as exhibiting poor
political judgment. There usually isn’t a second chance to make a good first impression. Plan your
approach carefully. Consider what this audience is looking for. Be respectful of their time. Share
information clearly and concisely. Express opinions tactfully. Practice your message in advance. It
might also be valuable to talk to experienced colleagues about the sensitivities, priorities, and
preferences of top management. What are their hot-button issues? What pitfalls do you need to
avoid? How can you adjust your style to engage with them as effectively as possible?

10. Strong point of view? Temper your advocacy and make the business case. Strident advocates
don’t usually fare well in organizations because their perspectives are seen as rigid and narrow. To
avoid being seen this way, make the business or organizational case first. Be more tentative than you
actually are so others have room to get comfortable and negotiate and bargain. People who have
trouble with this tend to state things in such an extreme that others are turned off and can’t save face,
even if they agree with more than 50% of what you are pushing for.

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