While we might like to avoid corporate politics, they are critical to manage and navigate during change.
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As soon as any business is formed, politics and power come into play. Often these dynamics form without a driving strategy or any intentional planning. When facing a period of significant change, the reality of politics and the distribution of power within a company must be examined and revised to aid the success of the transformation. If this is neglected, the change effort could be slowed or even sabotaged from the inside.
The power dynamics and internal politics at play must be managed and ultimately uphold the overall desired direction. A lack of political support can quickly undermine leadership, making meaningful change unattainable. At the same time, an imbalance of power within an organization can cause tension. Today we’re going to look at the importance of managing both politics and power as it relates to transformation initiatives.
Navigating Politics
According to the Harvard Business Review, “Organizational politics refers to a variety of activities associated with the use of influence tactics to improve personal or organizational interests.”
By this definition, it’s easy to see why political support is a critical ingredient for a successful transformation. Without it, any effort to shift the current state of affairs will be largely unsupported and met with resistance.
Leaders overly concerned with their political standing or likeability among other stakeholders can lose sight of what’s best for the company. On the other hand, a leader who doesn’t consider existing politics at all may be seen by other stakeholders as too radical or otherwise problematic.
During these times of massive change, leaders must use their power in a way that gains widespread political support while still being able to question the status quo boldly.
Harnessing What’s Available
For change to happen, power must be balanced to avoid extremes. Too much power can undoubtedly cause trouble, but a leadership team or individual leader who is not harnessing enough of their power can also derail a transformation quickly. Situations like these can create power vacuums that invite influence that simply doesn’t line up with the organization’s desired trajectory.
In addition, disempowered leaders aren’t likely to stir passion and resolve in those around them. Boldness, confidence, and clear direction are necessary to captain in times of change and uncertainty.
Giving the Power Away
The funny thing about power is that the more you have, the more you need others to help you manage it. If a leader hoards too much decision-making power for themselves instead of dispersing it among others, it can create a bottleneck and stifle the organization.
When all major decisions are being made by a few select people, it disempowers the whole. Even if a select few feel very powerful, this kind of power imbalance creates a collectively weaker organization because autonomy is widely revoked. The company’s mid-level leaders are left to grasp at the little authority they can find, often leading to decisions that aren’t necessarily aligned with the change initiative.
Through clearly communicated delegation of authority, leaders can understand and fully own their role in the transformation. This apportioning of control also allows the leadership at the top to clear their desks and focus on the big picture.