TITLE: Power and Politics
TITLE: XXXXXX
LOCATION: Cardiff
LOCATION: XXXXXX
DATE: 28th February 2018
DATE: XXXXXX
While you’re settling in:
Check you're seated at the correct table…
Introduce yourself to everyone on
your table…
This is your Action Learning Set
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Introduction
Maeve Lankford
Leadership Foundation
3
Power and Politics
Rosemary Stamp
Key Associate
Leadership Foundation
4
Our agenda 4. Identify 5. Build
2. Map 3. Manage and effective
1. power; credibility, negotiate networks;
Definitions Recognise profile and any Explore
motivators influence barriers and set
goals
5
4. Identify and 5. Build
3. Manage
1. 2. Map power;
credibility, negotiate any
effective
networks;
Recognise profile and
Definitions motivators influence
barriers Explore and set
goals
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How close to power are
you, at work?
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Should I use my
power for good…or evil?
Remember:
• ‘Power’ is morally neutral
• Mary Wollstonecraft
- 1759-1797
https://en.wikipedia.org/wiki/Mary_Wollstonecraft
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So, what is power? 1. ‘The ability of a
person, or a group of
people,
2. ‘If a person is to influence others…’
perceived to have
influence,
they hold power…’
Adapted from S McShane and
M Von Glinow, Organisational Behaviour 2008 (2012)
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What is politics?
From the Greek ‘politikos’:
Relating to a sense of society:
citizens, collaboration and negotiation
‘Politic’:
Sagacious, prudent, judicious, expedient
Oxford English Dictionary
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1. Understand and
manage culture
5. Understand and make
2. Use your skills to
the best of your
mutual benefit
situation
3. Get results by
4. Manage relationships
informal and formal
to get the job done
channels
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What kind of power is out there?
Hard Influential
Positional Soft
Power
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Soft power and Emotional Intelligence (EI)
Winning people over to
your viewpoint through
diplomacy and
collaboration
The
‘co-opt rather than
coerce’ approach*
* Marina Gask: ‘Director’, September 2013: The future is soft.
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The nuclear
non-proliferation
agreement with Iran…
www.theguardian.com/science/shortcuts/2013/
nov/25/emotional-intelligence-clincher-lady-
ashton-eu-foreign-policy-iran
https://en.wikipedia.org/wiki/Catherine_Ashton
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4. Self regulation: 1. Motivation:
Control; re-direct Harness emotions to
disruptive impulses; achieve goals and
think before acting persevere
5. Self awareness:
recognise our
drivers (and effects
on others)
3. Social skills:
Manage relationships; 2. Empathy:
inspire others; Sense the emotions of
elicit the responses you others
would like
Key factors of emotional intelligence
Adapted from D Golman: Emotional intelligence, 1996 Model 1
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Success
factors in
Power &
Politics? 4. Self 1. Perspective
knowledge and insight
3. Accurate
profile: 2. Situation
Credibility, management
authenticity
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Personal insights:
Power, politics and leadership
Professor Shân Wareing
Pro Vice-Chancellor, Education and Student Experience
London South Bank University
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2. Map 3. Manage
4. Identify 5. Build
1. power; credibility,
and effective
networks;
Definitions profile and negotiate
Recognise influence any barriers Explore and
set goals
motivators
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Motivational emphasis is key to behavioural insight
For example: A focus on “achievement and outputs”:
• The wish to be in charge or to lead
Power/influence
• The wish to exert influence
• The wish to be amenable, friendly
Affiliation
and cooperative
• The wish to get things done
Achievement
Adapted from L Sommer, Beyond Office Politics: The Hidden
Story of Power, Affiliation and Achievement in the Workplace Model 2
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What motivates you and others?
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Map your connection to power and influence…
Cross sector
Expert group
specialists Cross-institution
working group
Faculty Deans & PVCs
Me
My mentor
or role model
Senior Management Team;
Directors of Professional Services
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Map your connection to power and influence
Work alone, then discuss with your table group & role model.
Map organisational power & your connection to it, on A3 paper:
1. Those you trust
2. Informal & formal networks:
committees, project groups…
3. Cross-organisation expert or
special interest groups (SIGs)
4. Expert groups outside
the organisation
5. Your mentor or role model:
to whom are they connected?
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How to get things done?
Presently
Positive about
indifferent:
your idea
Could be
persuaded…
Not interested!
Tough to Below the line
engage… influencers,
opinion formers…
Adapted from Conner and Patterson (1982)
http://www.jiscinfonet.ac.uk/infokits/change-management/adoption/
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Yes! You CAN make things happen, but..
You don't have to do it all, yourself…! Enthusiasts,
advocates
Not interested! Below-the-line influencers
Tough to and opinion formers:
Presently Those with soft power…
engage…
indifferent:
Could be
persuaded…
Adapted from Conner and Patterson (1982)
http://www.jiscinfonet.ac.uk/infokits/change-management/adoption/
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We will start at
1.15pm
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Action Learning Sets
Maeve Lankford
Leadership Foundation
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2. Map
3. Manage 5. Build
4. Identify
1. power; credibility, and negotiate
effective
networks;
Definitions Recognise profile and any barriers Explore and
motivators set goals
influence
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How accurate is my perceived profile?
How complete is
the picture, now?
My
experience
and skills
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What might be
missing?
My
experience
& skills
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The more you understand My profile;
the situation: perceived
credibility;
• The more what people say about me…
control you have*
My contacts
• The more you & networks
can do…
My
experience
& skills
*Remember Mary!
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1. How have perceptions of you or
your expertise/service been generated?
2. Do people understand the
3. What’s it like to be on purpose of your role or service?
the receiving end of
your communications?
4. Why should anyone care?
Your proposition
and credibility…
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Ask!
Image or
What could profile lag
POSSIBLY
go wrong?!
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It’s not really enough to do it:
We must tell!
Remember Diana:
‘You can’t just sit there and wait for
people to give you that golden dream.
You’ve got to get out there and make it
happen for yourself’
Diana Ross: 1944-
https://en.wikipedia.org/wiki/Diana_Ross
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2. How do we
communicate our
credibility?
By which channels?
3. What opportunities
1. How are perceptions can we leverage to
of us currently demonstrate credibility
developed? & develop accurate
perceptions?
Perceptions
of our
credibility
#LFAurora
STAND UP: move around the table:
Model 4
Work in 2s or 3s: consider the questions; confer with role models.
Note ideas on post-its: cluster them into the 3 themes using tablecloths.
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We will start at
2.45pm
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4. Identify
2. Map power; 3. Manage and 5. Build effective
credibility, networks:
1. Definitions Recognise profile and negotiate any Explore and set
motivators influence goals
barriers
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What types of barriers might there be?
Organisational • Lack of role models or pioneer activity?
culture • “Why aren't women like men?” attitude
• Difficult to break into useful networks?
Environmental • Structure cuts off cross-organisation
access?
Individual • Reluctant to consider stretch roles?
mind-set • De-motivated? Lack of confidence?
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Negotiating barriers
1. What options do
• Open conversation with each we have to
other and role models…
overcome barriers?
• Then focus on Question 2
2. How can we access
experience and learn
from each other, mentors
and role models?
#LFAurora
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5. Build
2. Map power; 3. Manage 4. Identify and effective
1. credibility, overcome any
Definitions Recognise profile and barriers networks;
motivators influence Explore and
set goals
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Network!
NETWORK!
Network! NETWORK!
Why, exactly?
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Top 4 networking 1. Plug you into key information
benefits: channels
2. Stimulate influence;
nurture reputation
3. Provide emotional support;
feedback; political advice &
protection
4. Provide access to jobs &
*Taking gender into account: opportunities: ‘Increase likelihood &
RJ Ely, H Ibarra, M Kolb,
Academy of Management speed of promotion’ *
Learning and Education,
1.9.11, vol 10, no 3: 474-493.
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Key forms of networking:
There’s a tendency to
1. operate at only an
Operational operational or personal
level…
This can limit our options
3. 2.
Strategic Personal
For more detail: Harvard Business Review, 2007: How leaders create and use networks:
http://hbr.org/2007/01/how-leaders-create-and-use-networks/
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Also, consider the ‘sparse or dense’ approach*
The dense
network…
For more detail: Insead: 2009:
Enrich your social capital with the right networks: Karen Cho/Professor Martin Gargiulo. 12.06.09
http://knowledge.insead.edu/leadership-management/organisational-behaviour/enrich-your-social-
capital-with-the-right-networks-1544
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The sparse network…
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Adapted from: Harvard Business Review, 2007: How leaders create and use networks:
http://hbr.org/2007/01/how-leaders-create-and-use-networks/ Model 5
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What type of networks do I have, now?
•
1. Operational •
•
2. Personal •
•
3. Strategic •
#LFAurora
Conversations in 2s and 3s, then compare findings:
1. Where do your networks fit within the 3 ‘types’?
2. Is anything missing? Model 6
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A word about
Keep in touch with Rosemary via LinkedIn:
www.linkedin.com/in/rosemarystamp
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How we become leaders: Authenticity at the core
Two interrelated tasks:*
1. Internalising a leader identity
(believe it!)
2. Building an elevated sense of
purpose
‘You can only become truly
accomplished at something you love…’
Maya Angelou: 1928-2014
*Adapted from: Taking gender into account: RJ Ely, H Ibarra, M Kolb, Academy of Management Learning and
Education, 1.9.11, vol 10, no 3: 474-493
https://en.wikipedia.org/wiki/Maya_Angelou
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Challenges to authenticity:
• Alpha male substitute
• Censoring of opinions
Opportunities for authenticity:
• Identify and articulate your proposition
• Be consistent but innovative
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Identifying and setting goals
1. Mutual benefit
1. What do you is key
Considerations
want?
Your focus
2. Effective leadership
2. What do you demands being
need? authentic
and true to self
3. What is
realistic, 3. Different goals
within the for different times?
current Yes!
context?
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Plot your goals For my
Consider your discipline or
service For my
goals and what For the
professional
might influence organisation
life/career?
them…
For me, My Other
personally factors?
goals
• Discuss with your table group
• Continue, individually, after today… Model 7
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A reminder:
Success factors
and what we've 1.
explored… 4. Self Perspective
knowledge and insight
3. Accurate
profile: 2. Situation
Credibility, management
authenticity
2. Map power; 3. Manage 4. Identify and 5. Build effective
credibility, negotiate any networks;
1. Definitions Recognise profile and barriers Explore and set
motivators influence goals
53
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Remember Eleanor and Michelle:
‘No one can make you feel
inferior without your consent…’
Eleanor Roosevelt: 1884 –1962
‘Always stay true to yourself and never
let what somebody else says distract
you from your goals…’
Michelle Obama: 1964-
http://en.wikipedia.org/wiki/Eleanor_Roosevelt
https://en.wikipedia.org/wiki/Michelle_Obama
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And finally:
Recognise the mighty power of
the ‘aggregation of marginal gains’
http://www.bbc.co.uk/sport/olympics/36688104
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5 considerations for your future…
2. Coordinate
1. Face the your efforts
inevitable:
be realistic
3. Identify
authentic goals
4. Invest in your 5. Make time for
own experiential innovation and
diversity great ideas!
Adapted from G Hamel: What matters now, 2012, plus R Stamp, 2016.
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In summary: Practical
• Reflect on what we have
considered today
• Use the Reflections sheet
from your packs to consider
your priorities and next
steps…
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Get in touch if you have any questions about
the content we’ve covered today:
[email protected]
Keep in touch with me via LinkedIn:
www.linkedin.com/in/rosemarystamp
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