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The Criticality of Political Skill — Conclusion
by Colin Gautrey
To bring this article to a conclusion, we decided to
comment on the implications of this work for those responsible for senior
management development. These remarks may also be useful to individuals
who are interested in developing their political skill.
- The first point to draw to the attention of development professionals
is that this study produced an overwhelming view that these skills are
of critical importance to success. It could be argued that many of the
skills delineated are already well known; however, it should be noted
that all of the respondents were cognisant of the nature of this survey,
i.e. that it was to better understand the nature and criticality of
political skill. Hence by participating they were also indicating their
interest in this area. The literature review identified that there is
in appropriate situations, merit in adopting a political theory of leadership.
This being the case, serious consideration should be given to reviewing
existing development programmes to increase the prominence of influencing
and political skills, particularly bearing in mind that we have identified
a lack in this area. This lack may be more about perception than reality
and that what is missing is the adoption of the political perspective
within organisations' training programmes.
- Secondly, more effort needs to be focused on developing the importance
in the mind of practising managers of the benefits of developing understanding.
Although this study did not identify that the actual skills required
in this area are not present, this would be a reasonable assumption
given the lower value placed on them by the respondents. This appears
to be at odds with both common sense and the academic literature. That
there is an optimal level of understanding required to be able to make
pragmatic decisions is not denied, but developing the skills of gaining
the understanding to the point at which a decision can be made to move
from analysis to action is likely to improve the effectiveness of practising
managers and, as a consequence, the success of the organisation for
which they work.
- Linked to this, there appears to be a need for development professionals
to engage on the issue of understanding with the most senior managers
in their organisations. It was evident that time is not being allowed
to build understanding prior to action. This may well be the consequence
of their own lack of recognition that understanding is critical, or
perhaps that they cannot afford to risk the delay in moving forward
the organisation's results. However, if we recognise the value placed
on this by academics, significant improvements in organisational effectiveness
and results may be possible if greater attention was placed in this
area.
- On a similar theme, the lack of recognition for genuine social skills
may be causing a problem within organisations. Successfully attending
to this activity will have a strong impact on the emergence of an organisation
that has a strong bias towards trust within its culture. As with understanding,
there appears to be a lack of value placed on this area, perhaps as
a result of time pressures. However, the academics are consistent in
their view that these areas are critical to the successful emergence
of political skill and, as such, leadership development professionals
need to review the reality of this situation within their own organisations.
- Finally, and perhaps most important of all is that this study has
clearly identified that political skills are critical to success and
has outlined what these skills are in detail. An important step forward
would be to take this construct as a base for assessing the level of
political skills that actually exist within the leadership development
professional's organisation. This could be achieved through a variety
of processes such as 360° feedback, focus groups and one-to-one
sessions. The same construct could also be used to determine the different
skills that are required within a particular organisational setting,
where they are and which skills need to be developed, or recruited as
a priority. This careful analysis would provide valuable insight that
will assist in developing the success of both the senior managers and
the organisation itself.
If you would like to discuss this research in more detail,
or wish to join with us in developing greater knowledge of this critical
aspect of organisational life, please contact
us.
Background — Criticality
— Understanding vs.
Influencing — Men vs.
Women — Value of Experience
— Social Niceties —
Conclusion
Colin Gautrey — author, coach, facilitator and noted expert in the
practical use of power and influence in the workplace. Colin has coached top executives
around the world, run workshops for international teams and always gets
results. As an author, he has written several books and regularly appears
on the conference stage on his specialist subject of power and influence.
To find out more about his work, visit him at www.gautreyinfluence.com .
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