Robina Chatham

Corporate politics for IT Managers

Dr Robina Chatham

Making a
difference

At a meeting … Making a
What percentage of the dialogue is objective? difference

© Robina Chatham Ltd

Making a
How decisions are made difference

2 - 3%
based on Facts!

97 - 98%
based on Opinions
Perceptions
Interpretations

Beliefs
Aspirations
Assumptions

Research into 10 major organizations including IBM


Making a
Corporate politics difference

What do the words
mean to you?

Making a

What politics are often construed as:

Doing deals
Doing deals
Getting one over
Getting one over
Scoring points
Scoring points
Secrecy and subterfuge
Secrecy and subterfuge
Mafiosi tactics
Mafiosi tactics
Win – lose
Win – lose


Making a

What politics are really about?

Influence
Influence
Collaboration
Collaboration
Building relationships
Building relationships
Openness and honesty
Openness and honesty
Streetwise
Streetwise
Win – win
Win – win


Leaders who have attained long term Making a
success difference

‘Reading’: understanding the external world:

• Decision-making processes
• Overt and covert agendas
• Bases of power
• Own locus of influence
• Culture, style
• ‘Politics’

From political unawareness to political awareness

‘Carrying’: managing the external world:

• Acting with integrity
• Avoiding psychological game-playing
• Accepting self and others for what they are
• Win-win strategies for conflict management

From psychological game-playing to acting with integrity

Making a
The concept of ‘dolphinism’ difference

Psychological game playing Acting with integrity

Politically aware
Politically unaware


Making a
The four behaviour sets difference

CLEVER WISE
Recognizes and exploits weaknesses in Takes account of other people personally
others Excellent listener and aware of others’
Self-centred behaviour viewpoints
Charming veneer Non-defensive: open and shares information
Insecure but well defended Creative and imaginative
Likes games involving winners and losers Likes and engineers win-win situations
Manipulative Ethical

INEPT INNOCENT
Wide eyed simplicity
Not tuned into grapevine: blocked antennae Believes you are right if you are in authority
Conspiring with the powerless Believes in sticking to the rules, “there is a
Emotionally illiterate right answer”
Sees things in black and white Too busy to network
Not recognizing when fighting a losing battle Doesn’t know how to build coalitions/alliances
Unprincipled Principled


Making a
difference


Making a
Creating trust difference

If you say you’re going to do something
for someone…

Do it

Actions speak louder than words


Making a
And remember… difference

Trust/integrity is like virginity

Once you’ve lost it…


How would the animals perceive corporate Making a
politics? difference

SPORT FACT OT LIFE

Objective: to look for Objective: to collaborate
opportunities to compete to achieve win-win
and to win at any cost outcomes

GAME TO BE AVOIDED

Objective: to keep my head
Objective: ideally to win; but
down and not get involved;
at least understand why I
something played by other
keep loosing
people


Making a
How do IT leaders measure up? difference

How important do you believe IT is to the future of your business?
94% said EXCEEDINGLY

How highly do you rate your own IT function?
46% said NOT VERY HIGHLY
32% said THEY ARE OK AT THE TECHNICAL STUFF

Is your most senior IT person considered to be a member of the
“inner sanctum”?
98% said NO


Making a
What is the problem? difference

Reputations

Making a
Words and phrases which come to mind… difference

Estate agent
Accountant
Politician
Social worker
Traffic warden
Academic


Making a
Stereotyping difference

Something we do automatically and subconsciously
Results from our primitive survival instincts
Our brains are programmed or hardwired to do it
Takes the form of classifying people based on
minimal evidence
Works mainly on looks and a few readily apparent
behaviours
We “pigeon hole” people into in-groups and out-
groups
It is not “reality” but it does affect our perception of
people and their reputation


Making a
Brain architecture difference

Consciousness
Neocortex
Pre-frontal
lobes
Visual
Cortex

Amygdala
Limbic System


Making a
The IT stereotype difference

Comfortable with logic, facts and data
Uncomfortable with ambiguity and
unpredictability
Black and white : no shades of grey
Politically naïve
Lacking in business awareness
Loyalty to IT profession
Unimaginative
Poor at accepting criticism - quick to
rationalise
Risk adverse
Lacking in interpersonal skills
Can’t win, so doesn’t fight


Relationships – probably the no. 1 issue of Making a
the day difference

1970’s 2010’s

F
Organisational
Organisational
O IS strategic Aligning IS and
Doing the same IS strategic Aligning IS and transformation
transformation
C planning business goals
things cheaper planning business goals & the people
& the people
U
factor
factor
S

I
S Getting the IS measurement Demonstrating the Working in
S Working in
technology to & performance business value of partnership with
U partnership with
work metrics IS/IT the business
E the business
S

Technical Business
Focus Focus


Making a
What it takes to become a dolphin in ICT difference

Difficult to learn
Lead
Personal
credibility

Exceptional Influence
people
skills

Thrive
Business credibility

Technical credibility Survive
Easy to learn


Making a
Succeed and… difference

…delight your customers and your leadership

Making a
Thank – you and any questions? difference

Dr Robina Chatham
robina@chatham.uk.com
+44 (0)1234 765103

Robina Chatham

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