| > | | | | youshould be prepared to handle yourself |
| People occasionally come to me and ask about | | | | professionally. |
| situations with their jobs orwithin their companies. The | | | | Once you experience this situation the first time, your |
| primary question I hear is "What do I doif...?" Usually, | | | | boss will probably,privately, pat you on the back and |
| they got caught up in a turf war or game and have no | | | | give some type of excuse as to why hehanded your |
| ideawhat to do next. Most of my answers come out | | | | idea off to another person. You will then be given a |
| sounding like a militarybattle plan. However, the type of | | | | differentproject to block your time so that he will look |
| information I provide is a mutated formof an MBA | | | | as though he had "biggerplans for you." At this point, |
| course taught in many closed-door, corporate | | | | you have five choices: |
| management classes. | | | | - quit, |
| This series of articles, called "Corporate Games for a | | | | - become a quiet worker-bee, |
| Rainy Day," is anidea that's been shoved in the corner | | | | - report it to his manager, |
| of my brain for quite a while. Theinformation consists | | | | - realize that you are now in a good brown-nosing |
| of knowledge from corporate classes as well | | | | position, or |
| aspractical experience in a couple of corporations for | | | | - you can reverse the game. |
| which I worked. I'm notgoing to pass ALL of my | | | | * Quitting |
| games on to you in these articles; however, I | | | | When you first encounter such a game, it can be quite |
| amassembling an e-book that will provide you with a | | | | frustrating. Nomatter how much you despise what has |
| complete list of games andhow to deal with each. I'm | | | | happened, don't quit! This is a commongame and it is |
| sure that you'll either enjoy the reading orsend nasty | | | | not a personal attack. This is merely a situation that |
| notes because I'm giving away secrets to your | | | | youallowed to become out of your control. Learn how |
| employees. | | | | this game works as youwill encounter it again in later |
| Whichever you choose, at least I know that you've | | | | job opportunities. |
| read it! | | | | * The Quiet Type |
| --- My Corporate America --- | | | | As for becoming a quiet worker in your position, it's too |
| I've worked in several HUGE corporations and | | | | late. Your bossknows that you have good ideas in |
| start-ups as gopher, grunt,engineer, and manager. The | | | | your head and he will want more. If youbutton-up and |
| one thing I've found during this journey isthat---all | | | | never devise ideas again, your chances of a raise |
| companies are the same. You laugh? It's true! | | | | willdiminish as will your longevity in that company. You |
| * Corporate Organization Simplified | | | | will probably behustled into the worst possible projects |
| The company itself has one primary objective---to | | | | simply because you won't playanymore. |
| make money. It doesn'tmatter how they go about | | | | * Report to His Boss |
| making money, whether it be a product or a | | | | This approach is never good under these |
| service,the result is the same. Make a profit! | | | | circumstances. Again, the issue isnot a personal attack. |
| Within a company, departments are formed to support | | | | It is merely a chance your boss saw to gain a |
| the direction of theoverall organization. Within each | | | | fewpoints with his boss. Let it ride and don't go above |
| department, you have individuals wholead, others who | | | | his head for thissituation as you will only cause |
| follow, and a few who simply get in the way. Each | | | | problems for yourself. Besides, learn fromit and figure |
| type ofindividual is attracted to a group with which | | | | out how you can gain a few points with your boss in |
| they feel comfortable or thatthey can use to get | | | | thissituation. |
| ahead. This is where the problem begins! | | | | * Brown-Nosing |
| Of course, it is good that people want to get ahead. | | | | As for the brown-nosing position, you are now in a |
| They want to provetheir worth, move into the next | | | | good position to makeyour way into the boss' good |
| higher group, and appear to be contributingto the | | | | graces. Feed him some more good ideas, makehim |
| bottom line of the company. But, for one person to get | | | | look good, go for the gusto. You now have a chance |
| ahead,someone else has to fall behind. It is in the | | | | to ride the wave inright behind your boss. However, do |
| attempt to get ahead thatpolitics rears its ugly head | | | | you know which wave your boss isactually riding? |
| and the games and turf wars begin. | | | | One thing you have to realize is that your boss will not |
| * Politics Defined | | | | be in that positionforever. He could get promoted or |
| In reality, politics is the self-governing of the free. It is a | | | | laid off and even quit, leaving you tofend for yourself. If |
| way thatpeople choose their own destiny and govern | | | | you decide to become a brown-noser, you will end |
| themselves to an ultimate pointor destination in their life. | | | | uplooking like an idea-less fool. Remember, you quietly |
| When applied to corporations, politicsrepresents an illicit | | | | gave all of yourideas to him in exchange for grace. |
| method of getting things done; however, it is | | | | * Reversing the Game |
| animportant element of corporate behavior that can | | | | I've always seen reversing the game as a way of |
| affect your career. | | | | gaining a little bit ofcontrol over this type of situation. |
| To properly navigate through the morass of political | | | | You must always be professional, butprofessional |
| tangles within acorporation, you must have the political | | | | retaliation can be more ruthless than all out physical |
| know-how to open the doors to theelite groups of the | | | | battle. |
| company. The problem is that the road to attaining | | | | You need to plan any type of retaliation so that it does |
| suchknow-how is kept vague by many of those who | | | | not come over asbeing personal and so that you |
| have successfully traveledthrough those doors. | | | | come out ahead. |
| Whether the company is large, medium, or small, there | | | | The best reversal for this game is to come up with |
| are the same peoplewith the same ideas and the | | | | your next idea, plan itout, and generate a solid, detailed, |
| same approaches to the same situations. | | | | hardcopy report. Once it is complete,place the |
| Theadvantage is that, once you learn how the general | | | | hardcopy of the plan in your desk drawer. Now, |
| games and turf battleswork, you can feel at home | | | | prepare asecondary "verbal" presentation of your plan, |
| regardless of the company! | | | | but leave out a fewnon-trivial, yet not-so-obvious, |
| --- Have any good ideas lately? --- | | | | pieces of the puzzle. Present thisverbal-only plan to |
| One of the more frustrating and least noticeable | | | | your boss. |
| games is the "Steal the | | | | When your boss holds his meeting and hands your |
| Idea and Wait Six Months" game. It is a game in which | | | | idea off to one of yourpeers, have an impromptu |
| you present an ideathat is turned down by your boss. | | | | meeting with that peer. Tell her how lucky she isto |
| In about six months, your idea comes backto live in the | | | | work on the project and give her your original |
| body of another individual. | | | | hardcopy. Tell her thatyou were already considering a |
| * The Setup | | | | "very general rough" of the idea and would behappy to |
| You have developed an idea that can provide support | | | | consult if she needs any assistance. |
| for or creates asolution for some element of your | | | | --- What's next? --- |
| company. You've thought about it,researched it, and | | | | A key to this game is privacy. If your boss initially tells |
| decided that you should be proactive and approach | | | | you that hewants to discuss your idea in private, then |
| yourboss with an idea. | | | | you should get the idea thatyou're in trouble. |
| You put together a presentation and setup a meeting | | | | I have no idea why six months is usually the time that |
| with your boss. Hetells you, however, that it will be a | | | | passes before theassault occurs, but that's the |
| private meeting. You go all out andtell him everything. | | | | standard turn around time for theresurrection of ideas. |
| Once you're finished with your end of the presentation, | | | | It appears that it has something to do with the |
| he sits quietly fora moment. You continue chattering to | | | | hopethat everyone involved will forget about the |
| fill in the blanks. Once he's hadtime to consider the idea, | | | | original idea and move on toother projects. |
| he essentially smashes it to pieces. You leavehis | | | | Also, an important side to this game, and others, is that |
| office, dejected, and let the idea go. | | | | of the "quiettime" that ensues when you've finished |
| * The Assault | | | | speaking. This quiet time is createdto force you to |
| Six months later, you're sitting in a meeting held by your | | | | continue your chattering to divulge other information |
| boss. He carrieson for a while and then presents this | | | | thatyou would probably have never told your boss in |
| mutated version of your original idea. | | | | the first place. In thissituation, your best bet is to sit |
| At least it sounds like your idea, only it's less mature | | | | quietly as well. |
| than when youpresented it. It's like he changed it and | | | | Reversing the game is a professional way of |
| left out some key elements thatyou had already | | | | maintaining your dignity,keeping your place in the |
| presented. Suddenly, your boss hands the project to | | | | company as an intelligent individual, and allowingyour |
| one ofyour peers and tells her to make it work. | | | | boss to build up some of his own personal glory. One |
| Over the weeks or months that follow, the idea takes | | | | important thingto realize is that you want to oscillate |
| shape, with input andassistance from your boss. He | | | | between brown-nosing and reversal. |
| provides the intricate details to your peerthat he had | | | | If you reverse too often, your boss will learn the |
| originally left out of "his" presentation. Eventually, | | | | pattern and he won'ttrust you. You have to wait for at |
| yourpeer presents your idea in a meeting in the same | | | | least two assaults before you reversethe first time so |
| way you presented it toyour boss in the first place. | | | | that he does learn to trust you. Then, brown-nose for |
| --- Solutions --- | | | | atime or two before you reverse the game again. |
| Of course, this is frustrating, yet it happens time and | | | | The point is not to reverse too often so as not to ruin |
| time again to manypeople in corporations. The best | | | | your relationshipwith your boss. But, you don't want to |
| way to handle such a situation is toaccept it---the first | | | | be seen as an idea-less fool thatkisses up to the boss |
| time. But, when the second time comes around, | | | | to keep your job. |