BRANDON PARTNERS

org nizational

a
s vvy

Navigating Agency Politics With Integrity

based on the Wall Street Journal Best Seller

Central Region/Southern Region Training Conference

June 10-13, 2012

BRANDON PARTNERS gratefully acknowledges the research of Dr. Martin Seldman and Dr. Kelly Reineke in the development of the Organizational
Savvy model which contributes the core constructs for this jointly copyrighted workshop design. We value our win-win partnership with Seldman
Executive Development and appreciate their thought leadership and support.

BRANDON PARTNERS

BRANDON PARTNERS and SELDMAN EXECUTIVE DEVELOPMENT, 2005

Organizational Savvy

Navigating Agency Politics with Integrity

Session Goals

Organizational Politics: informal, unofficial, and sometimes behind-the-scenes efforts to gain

influence, sell ideas, impact the organization, increase power, or achieve other targeted ends.
Background
This keynote address is designed
to help IPMA-HR professionals
to take the next step in their
careers, better sell their ideas, and
make an even greater impact in
the demanding, competitive, and
increasingly political climate of
organizational life that characterizes
even the healthiest of government
agencies and companies.
This session uses the Organizational
Savvy Self-Assessment, dynamic
presentations, discussions, the
optional text, Survival of the Savvy,
and application emails to meet the
practical goals on the right.

To defuse any upset, denial, or discomfort you have about the reality of
organizational politics.

To see the dangers of

political blind spots and recognize clues you may

be naive about the role of organizational politics in your success.

To understand various political styles strengths and risks, their attitudes

about power, politics, and influence, and how to influence each style.

To recognize a power-driven, politically motivated colleague or boss, or an

under-political and marginalized boss, so you can protect yourself.

To identify 13 practical, non-manipulative strategies for practicing

ethical politics and to assess your strengths and growth areas.

If theres an agency
survival of the fittest,
it pays to recognize our
political blind spots
so that our intellect,
ideas, and results
have a fairer chance of
receiving recognition,
credit, and reward.
-Rick Brandon, Ph.D.
Author, Survival of the Savvy

Rev 5-11-2012

BRANDON PARTNERS

Slides
Discussing Organizational Politics
Differently...

Session Agenda
Overview,Reactions, and Business Rationale
Political Styles: Strengths and Risks

OPENLY

Bringing the Political Styles to Life

Organizational Savvy Skills Assessment

POSITIVELY
OBJECTIVELY

Are you living on a river in Egypt...DENIAL??!

Organizational Politics:
A Value-Free Definition
Informal, unofficial and sometimes
behind the scenes efforts to gain
influence, sell ideas, impact the
organization, increase power or
achieve other targeted ends.

POSITIVE OR NEGATIVE?

The Ends:

The Means:

Naked, Self-Interest?
or
Company Interest?
What Can I Get Away With?
or
What is the Right Thing to Do?

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This is a Work-Shop... work hard today, but shop

around: try on these ideas and take what fits, leaving
the rest on the rack!

Baseline Reactions

to Key Concepts

Call Out and Jot Down Your Honest, Gut Reactions to:
Purpose
To surface your natural reactions
to several concepts that form the
cornerstones of this program.

Organizational Politics

Directions
Your presenter ask you to become
aware of your immediate thoughts
and feelings about the constructs
listed on the right. Without
censoring, please jot down the
exact words, phrases, and responses
that come into your mind. Include
emotional reactions and your
internal self-statements.

Power

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Slides

Key Points and Notes

A North Star
Influence in Your Job
Organizational Impact
Career Satisfaction & Growth
Role Credibility

Two Political Styles

Power of Ideas
(Less Political)

Power of Person
(More Political)

Substance Power

1 Position Power

Focus on Feedback
and Learning

2 Focus on Image

Highlights Integrity

3 Highlights Success

More Open
Agenda

4 More Private

Meritocracy-Based
Decisions

5 Relationship-

and Perceptions

Agenda

Based Decisions

Results & Ideas Speak 6 Balanced Selffor Themselves

Promotion

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Two different world views, each with a different

moral compass, each with a different calculus for
evaluating ideas or being influenced.

Style Strengths Finder

Power of Person Style

Power of Ideas Style

Directions
Check mark () each item that
describes you reasonably well. If
it doesnt apply, leave it blank. For
each of the Six Dimensions, eyeball
your markings and then circle which
side of the Dimension seems to fit
you more. For some Dimensions, you
may have to circle both sides, but
try to choose one or the other.
Which style might you be? How far
to the Right or Left are you?

SUBSTANCE POWER

(More Political)

POSITION POWER

__ 1. Street-Smart About Power

__ 1. Passion & Focus on Ideas

and Results

__ 2. Senses Reactions, Aligns with Power

__ 3. Uses Position Power for Good

FOCUS ON FEEDBACK
& LEARNING

FOCUS ON IMAGE
& PERCEPTIONS

__ 2. Genuinely Seeks Feedback

__ 4. Knows Others Perceptions

__ 3. Treats Others Mistakes

Non-Punitively

__ 5. Plans Strategy to Improve Reputation

__ 6. Excels at Presenting and Packaging

__ 4. Builds Feedback Rich

Environments

3 HIGHLIGHTS SUCCESS

HIGHLIGHTS INTEGRITY

__ 5. Integrity and Unwavering Moral

Compass

__ 7. Can-Do Spirit: Seeks Achievement

While Retaining Integrity

__ 6. Team & Company Good

Over Self Interest

__ 8. Politics as the Art of the Possible:

Will Compromise Ideas, Not Ethics

__ 7. Respects Proper Channels and Rules

__ 9. Knows How to Work the System of

Formal and Informal Rules

MORE OPEN AGENDA

__ 8. Open, Honest, and Up-Front

MERITOCRACY-BASED
DECISIONS

__ 11. Promotes Others For Work vs.

Friendship

__ 11. Promotes Others For Work vs.

Friends.
Avoids Distracting
Political Maneuvering

__ 12. Avoids Distracting Political

Maneuvering

__ 13. Humility & Soft Selling

__ 14. Head Down, Does the Job

Power of Ideas Style

Less Political

RELATIONSHIP-BASED
DECISIONS

__ 12. Loyalty and Strong Alliances Are Key

to Efficiency and Effectiveness

__ 10. Believes Good Work Will Be

Rewarded

RESULTS & IDEAS SPEAK

MORE PRIVATE AGENDA

__10. Strategic & Prudent with Agenda
__11. Verbal Discipline vs. Naively Blunt

__ 9. Trust and Good Faith in Others

Purpose
To assess Political Style strengths
to see if you identify more with
the Power of Ideas or Power of Person
style.

(Less Political)

BALANCED SELF-PROMOTION
__ 13. Self Confidently Shares Strengths
__ 14. Sells Ideas & Self with Boldness

Power of Person
Style
More Political

BRANDON PARTNERS

Slides
Organizational Savvy: A Wide Range

POWER OF IDEAS

POWER OF PERSON

LP-3

LP-2

Bor
d
Ove erline
rly P
olit
ical
(BO
P)
Ove
rly P
olit
ical
(OP
)

litic
al
re P
o
Mo

litic
al
re P
o
Mo

Poli
tica
l
Less

LP-1

MP-1 MP-2 MP-3 MP-4

LP-4

Overly-Political

Bor
d
Und erline
er-P
olit
ical
(BU
P)
Less
Poli
tica
l

Und
er-P
o

litic
al (U
P)

Under-Political

The Power of Savvy Zone

Influence & Impact with Integrity

Any Style Strength Can Be a Risk If...

Too extreme
Too constant
Exaggerated
At the wrong time
Inappropriately used

Any virtue carried to the

extreme can become a crime.

- Alexandre Dumas
The Count of Monte Cristo

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Political Postures
Tracking the Risks of Extremes

Purpose
To surface ideas about the potential
risks of adopting the two primary
political postures in a company, so
that a balanced perspective about
the material results. To position
both extremes of the Organizational
Savvy Continuum as problematic and
as areas that are usually wise to
avoid.

Dangers and Risks for the Power of Ideas

(All Substance) World View:

Directions
Since any strength exaggerated
becomes a risk or even a weakness,
use the Style Strengths Finder on
Page 5 to imagine the problems
with being extreme on either side
of the two style dimensions.
Your presenter will lead you in
surfacing ideas about the dangers
and liabilities of being someone
who is rigidly holds either of the
Political Styles just presented. You
can jot further notes about each
styles weaknesses to the right.

Dangers and Risks for the Power of Person

(All Image) World View:

Ancient European Curse:

May you be blessed
with a great idea and no
one to implement it.

BRANDON PARTNERS

Slides
Power of Ideas Risks (Under-Political)
Under-estimated
Insufficient Network
Blind Spots About Image
Lacks Verbal Discipline

Key Points and Notes

If youre pointing at someone else to blame them,
just remember there are still three fingers pointing
back at yourself!
When power or integrity is put on a pedestal,
remember that pedestals can be very shaky things
to stand on.
-Rick Brandon, Ph.D.

False Comfort & Easily Deceived

Holier Than Thou
Missed Opportunities

Power of Person Risks (Overly Political)

Power Trips and Ego Trips
Fall From Grace
Pedestals Can Topple

CEO Disease: If youre in power youre probably not as

smart, good-looking or funny as you think you are.
Martin Seldman, Ph.D.
Power corrupts. Absolute power corrupts absolutely.
Lord Acton

Blindly Obvious Behavior

Cronyism
Disaster Waiting to Happen
Lack of Professional Growth

10 BRANDON PARTNERS

All animals are created equal, but some animals are

more equal than others.
The Pig in Animal Farm, by George Orwell

Getting Practical

(Resource) Bringing the Political Styles to Life

Place on the Organizational Savvy Continuum:
Purpose
To help you view yourself and
your work world within the
context of the principles of
politics and power being discussed
in this workshop, so that you can
move from abstract theory to your
own life and practical applications.
Directions
On the Organizational Savvy
Continuum, roughly estimate where
you would place the people and
organizations suggested. You may
choose to make additional notes
on the next page.

Yourself today
Yourself at other times in your life
Your boss
Various colleagues
At least one or two reports or individual contributors whom
you view as being power-motivated, even though they may not
possess actual position power
The culture or identity of your immediate organization or
functional area
The culture or identity of your business within the larger
enterprise
The culture or identity of your overall enterprise
People from your past who were key in forming your beliefs
and values about power, politics, self promotion, etc.

-Rick Brandon, Ph.D.

Author, Survival of the Savvy

Organizational Savvy Continuum

Power of Ideas

UP

BUP

Power of Person
LP

LP

MP

MP

BOP

OP

LP-4 LP-3 LP-2 LP-1 MP-1 MP-2 MP-3 MP-4

Do you abandon the

air waves? Do people
see your handprint
enough? Where do you
fall on the Organizational
Savvy Continuum?

Power of Savvy Zone

Influence & Impact with Integrity

BRANDON PARTNERS 11

Slides

Key Points and Notes

Bumper Stickers, Slogans, Quotes?

Learnings?

Perspectives?

Ahas?

Conclusions?

Whats It All
About?

12 BRANDON PARTNERS

Political Style Assessment Summary Sheet

Power of Ideas
Under-Political

LP-4

LP-3

Moral indignance about

politics, acts rashly.

Hates, rejects all politics

and as a result is underestimated.
Low profile, submissive,
can be self-less victim
without a sufficient
network.
Wont network or selfpromote, avoids functions.

Power of Person

Influence, Impact, Integrity Influence, Impact, Integrity

LP-2

LP-1

Will enter the political arena but

as a means to an end, not quite as
smooth in these skills.
Uses substance, values and results
to influence others since power is
defined as substance.
Believes ideas, logic, quality,
aesthetics, & results are compelling.
High-integrity focus on doing the
right thing for the company, others.

MP-1

MP-2

Active in the political arena, finds

energy and adrenalin in the game.
Uses exposure, position, and
networks to influence since power
is defined as position and turf.
Believes image and perception are
compelling.
Focuses on success, can-do spirit,
and achieving.

Overly Political

MP-3

MP-4

Power trips. May be

aggressive, dismissive if
does not respect your
power or connections.
Too slick in working
around the system,
working special deals
behind the scene.
So into being a player
and power mover, creates
distrust, pedestals can
topple.

Relies on facts, logic, ideas, and

intuition to build case.

Relies on coalitions, networks, and

opinions to build case.

Unaware of Buzz
reputation, perceptions of
self/unit. No conscious
plan to manage the
airwaves.

Focus on continuous improvement

and ongoing feedback, less polished
or natural presenter.

Focus on effective presentation

and packaging, less diligent about
incorporating ongoing feedback.

Can manipulate or
constantly maneuver.

More open with agenda but does

not naively blurt out.

More strategic, private with own

agendas as is appropriate.

Nave, too open with

agenda, lacks verbal
discipline, goes on
peoples lists.

Goes through proper channels and

protocol. Respects position.

Knows how to work the system

without fouling or cheating.

Hypersensitive about ego

and turf. Blames and uses
excuses, blindly obvious.

Success through track record of

good ideas, results, and credibility.

Success through networking and

diplomacy.

Cronyism, unfair favors to

friends.

Holier Than Thou

with values, self-righteous
integrity and cliques based
on morals.

Trust in the meritocracy, rewards

results.

Knows that decisions can be made

based on many factors.

Makes decisions based on merit and

ideas, then factors in relationship,
avoiding complacency and ensuring
loyalty is earned.

Makes relationship-based decisions,

so loyalty and partnerships are
paramount, then competence and
substance.

Good Old Boy-based

decisions, not based on
competence, over-loyal.

Quick to give others credit, shows

humility, which gains loyalty.

Fairly promotes own contribution,

and also shares credit.

More aware of the work itself than

how its perceived.

Knows corporate buzz,

perceptions of self and the team.

Blind loyalty and false

comfort, when others
have not earned trust.
Easily deceived.

May risk self to confront a hidden

agenda, wisely or not.

Respects ego around turf & hidden

agendas, wisely or not.

Sees politics as a necessary evil and

reluctantly copes.

Sees politics as a positive force and

embraces power.

Can have myopic or tunnel

vision, may not detect
sabotage.

Builds credibility image through

ongoing accomplishment, may
attend functions more reluctantly.
Stays behind the scenes.

Networks and builds natural power

base and image. Spends time
shaping perceptions and reputation.

Lobbies, not broadly or strategically.

Skillfully lobbies ideas before

meetings.

Rigid about being right,

can be overly pushy with
ideas.
Takes blame, may hurt
oneself or team for good
of company

Rigid about red tape and

respect for channels,
missed opportunities by
not working the system.

Gives people the benefit of the

doubt. Waits to play tough as last
resort.

More cautious about possibility of

sabotage and plays hardball if
needed.

Claims credit and brags.

Colludes, forms
exclusionary coalitions.
May sabotage others.
Chameleon, changes views
for personal gain.
Has a hidden and selfinterest-driven agenda.
Looks out for personal
gain even if not good for
the company, self-ish.
Disaster waiting to
happen, scandal potential.
Over-Conscious of the
Corporate Buzz.
May have few of
own ideas, too little
professional growth.

BRANDON PARTNERS 13

Slides
Avoid Pendulum Swings to Extremes
Impact with Integrity
Influence and Ethics

Target
Zone

Power of Ideas
All about
Substance

Power of Person
All about
Image

Reducing Style Risks

POWER OF IDEAS

POWER OF PERSON

T A R G E T Z O N E

Self-ful

Self-less

LP-4

LP-3

LP-2

LP-1

FROM UNDER-POLITICAL------>

Move From Self-Less to Self-Ful

Add Political Skill to Values

Add Influence & Impact to Integrity

14 BRANDON PARTNERS

Self-ish

MP-1

MP-2

MP-3

MP-4

<------FROM OVERLY POLITICAL

Move From Self-Ish to Self-Ful

Add Values to Political Skill

Add Integrity to Influence & Impact

Integrating Ethical Politics:

Targeting Savvy Skills

13

12

11

Enhances Power Image

Balanced Self-Promotion

2
1

Performance Integrity

CHARACTER
STRATEGIES

ILL

Savvy Attitudes

SK

Studies Politics

AL

Knows the Agency Buzz

RN

AWARENESS
STRATEGIES

TE

Manages Perceptions

IN

Essential Networking

Personal Integrity

SK
IL

PROACTIVE
STRATEGIES

Savvy Communication

10

TS

Ethical Lobbying

SE

Handles
Sabotage

ILL
SK
AL
RN
TE
EX

PROTECTIVE Detects
STRATEGIES Deception

BRANDON PARTNERS 15

Internal Skills

Organizational Savvy Skills

Character Strategies
The foundation of Organizational Savvy is integrity considering what is best for the organization and
the ethical thing to do in any situation.
#1: Personal Integrity- Demonstrates high standards for integrity and ethics, earning others trust.
#2: Performance Integrity- Strives to give the very best in quality and results, while placing the welfare of
others and the organization over self-interest.
Awareness Strategies
Organizational Savvy requires positive attitudes about company politics and knowledge about the power
and politics in the organization.
#3: Savvy Attitudes- Keeps a realistic and constructive perspective about organizational politics.
#4: Studies Politics- Systematically builds his/her awareness about power trends, politics, and cultural
norms in the organization.
#5: Knows the Agency Buzz- Gathers information about how he/she is perceived throughout the
organization.

External Skills
Proactive Strategies
Organizational Savvy takes initiative to cultivate an image of integrity, competence, positive power,
influence, and impact.
#6: Manages Perceptions- Develops and implements a conscious plan to dispel negative or untrue
reputation traits, rumors, and perceptions.
#7: Essential Networking- Cultivates relationships that contribute to increased organizational influence
and impact.
#8: Balanced Self-Promotion- Takes fair and appropriate actions to receive deserved credit for contributions
to the organization.
#9: Enhances Power Image- Presents an image of importance and power in order to be taken seriously in
the organization.
#10: Savvy Communication- Communicates sensitively to handle ego and turf issues when advancing ideas
or challenging others.
#11: Ethical Lobbying- Effectively sells ideas to stakeholders before an official decision is made.
Protective Strategies
The leader with Organizational Savvy is a steward for the companys resources and reputation by
reacting to unethical individuals.
#12: Handles Sabotage- Prevents and professionally defuses personal attacks and challenges to his/her
influence or power.
#13: Detects Deception- Knows when to trust others and acts to prevent unethical people from placing
self-interest over the organizations welfare.
16 BRANDON PARTNERS

Savvy Skills Assessment

Discussing Your Assessment Results
Questions for Debriefing Your Assessment Results
Purpose
To point the way towards targeting
areas of political savvy for you to
improve and to preview the skills
we will develop the rest of today
and tomorrow.
Directions
Peruse your Assessment results and
discuss the questions to the right in
Pairs or Trios.

1. My strengths and skill sets to leverage...

2. My areas for improvement and skill sets to develop...

3. Ways that Ive under-utilized a skill set...

4. Ways that Ive over-utilized a skill set...

5. Skills vital given my role or function...

6. Skills important given my agencys organizational culture,

business strategy, or emerging changes and directions...

7. My important learning from the Assessment ...

8. I am still unclear about...

BRANDON PARTNERS 17

Slides

Organizational Savvy Skills Pyramid

13

12

9
8

Balanced Self-Promotion

2
1

Personal Integrity

IL

Performance Integrity

CHARACTER
STRATEGIES

LL

Savvy Attitudes

KI

Studies Politics

LS

AWARENESS
STRATEGIES

NA

Knows the Agency Buzz

ER

Manages Perceptions

T
IN

Essential Networking

TS

Enhances Power Image

SK

PROACTIVE
STRATEGIES

10

Savvy Communication

SE

11

ILL
SK

Ethical Lobbying

AL

Handles
Sabotage

RN
TE
EX

PROTECTIVE Detects
STRATEGIES Deception-

Know Your Buzz

Ask Others
Listen to Comments
Know Your Strengths & Growth Areas
Observe How Youre Treated
Guess Based on Stereotypes

18 BRANDON PARTNERS

Know the Corporate Buzz

(Back-Home Resource) Worksheet

Purpose
To open the door to manage
the Corporate Buzz on you
more proactively by making an
educated guess about how you
are perceived your corporate
reputation.

Jot Notes about the Corporate Buzz on You

1. How do people inside your immediate functional organization
perceive you? What positive or negative Buzz might
accompany your name?

Positive
Negative

Positive but
Limiting

Directions
1. Read Survival of the Savvy,
Chapter 8, Knows the Corporate Buzz.
2. Next, answer these questions
about your corporate reputation.
Later, return to these thoughts and
phrases, and flesh out a strategy for
shaping new Buzz and reputations
when you read about tacts to
Manage Perceptions.

2. How do people outside your immediate functional

organization perceive you? What is the broader Corporate
Buzz on you?

Positive
Negative

Positive but
Limiting

3. How does the company tend to view your overall functional

area?

Positive
Negative

Positive but
Limiting

BRANDON PARTNERS 19

Slides

Key Points and Notes

Networking

...the deliberate process of
exchanging information, resources, support, and
access in a way that creates mutually beneficial
relationships for personal and professional
success.

Organizational Savvy Skills Pyramid

13

12

Balanced Self-Promotion

2
1

Personal Integrity

Essential Networking:
Network Mapping

20 BRANDON PARTNERS

IL

Performance Integrity

CHARACTER
STRATEGIES

LL

Savvy Attitudes

KI

Studies Politics

LS

AWARENESS
STRATEGIES

NA

Knows the Agency Buzz

ER

Manages Perceptions

T
IN

Essential Networking

-Making Your Contacts Count

Anne Baber & Lynn Waymon

TS

Enhances Power Image

SK

PROACTIVE
STRATEGIES

10

Savvy Communication

SE

11

ILL
SK

Ethical Lobbying

AL

Handles
Sabotage

RN
TE
EX

PROTECTIVE Detects
STRATEGIES Deception-

(Optional) Network

Mapping

DEFINING NETWORK MAP TERMS

Purpose
To create a schematic depiction
of your various workplace and
professional relationships which
form the fabric of your Essential
Networking and to pave the way for
widening and deepening this valuable
asset.
Directions
1). Read the Definitions and
Guidelines in the rest of this Activity
for constructing your Network Map.
2). Create a Network Map on one of
the following pages. Use the diagrams
on the next pages to name key
people, their Assets, your Objective in
Networking, and key Links between
people.
[Note: Your facilitator will guide you
in mapping your Network and may
provide time to do so, along with
discussion during this workshop. If
not, we urge you to practice on your
own.]

Objective- Each Network Map is helped by an objective for that

Maps relationship-building, since the people you include and move
within your Network depends upon what youre trying to achieve. While
you may have a broad sense of everyone in your general network, its
a bit overwhelming to map all these people. But for a specific targeted
purpose, you can more readily identify appropriate people for your Map.
Assets- Each person provides you with potential benefits that you can
code as: (I) Information, (R) Resources, (S) Support, and/or (A) Access.
You may jot down the specifics for each, while some people just keep in
mind what Assets are provided.
Links- As you complete Steps 5 & 6 in Network Mapping (see reverse
page with Guidelines to strategize moving people further inside your
Network Circles), include existing and desired Links and relationships
between people, so that you can leverage these connections and
sequence your relationship-building, as youll also do in Ethical
Lobbying.
Network Circles- These are increasingly valuable levels of
relationship within your Network, with the innermost circles providing
the greatest support. These terms are borrowed from Making Your
Contacts Count, by Anne Baber and Lynn Waymon.

Acquaintances. There is opportunity to cross paths, which

provides access to insight and information; there is some likelihood

that you may want to connect with them more frequently when there is
something to leverage by knowing these contacts. You may not know all
of their potential Assets.

Associates. There is ongoing experience and involvement with

these people; they know you, your work, and your Buzz; they are
more readily available to provide context, expertise and their Network.

Advocates. There is history with you so that they are open and

available to put a stake in the ground on your behalf; trust is there based
upon the history or credibility that they experience in you.
Allies. There is a sense of inner circle with this group; they will
tell you like it is, and will almost always be there to support you
based on their capabilities and commitment to the relationship. They do
more than endorse your ideas and work; they actively partner with you
to further your causes and make sacrifices on your behalf.

Additional Targets. You dont have existing connections to

these prospective supporters, but they might be industry experts, powerholders, or potential assets for your networking objective. Perhaps
others on your Map have linkages.

BRANDON PARTNERS 21

Network Map

Objective:__________________________

___________________________

Additional Targets
Acquaintances
Associates
Advocates
Allies

22 BRANDON PARTNERS

Network Map

Objective:__________________________

___________________________

Additional Targets
Acquaintances
Associates
Advocates
Allies

BRANDON PARTNERS 23

Writing an Elevator Speech

Edit Your Pitch to Ensure
that You Convey:

CONCISE

Is it short with punch?

CONTRIBUTION

Did you highlight tangible

benefits?

CORPORATE VALUE

Did you link your contribution

to strategic goals, values, or
objectives?

CREDIBILITY

Did you work in your track

record as appropriate?

COMMITMENT

Does your enthusiasm come

across?

CONFIDENCE

Did you edit tentative wishywashy wording and will you

practice your delivery?

CULTURE-SENSITIVE

TO SELF PROMOTION
Is there more team player tone
or self promotion attached?

CONVERSATIONAL

TONE
How can you weave in
wording and delivery so you
come across naturally instead
of overly slick, sales-like, or
arrogant?

CREATIVE
Is your approach clever or
same-old, same-old?

Sample Elevator Speeches

Problem-Solution Focus:
1. You know the problem we have with losing top management
talent to the competition? It costs us hundreds of thousands
in replacement dollars, not to mention morale and productivity
drain. Well, our team works to reduce that loss by installing
incentive programs to reward seniority, and by delivering a
practical motivation skills workshop for our top executives. So,
as Director of Training and Development, I help us to retain
and increase our managerial bench strength while stopping the
bleeding of attrition to the competition.
Challenge Focus:
2. Im our VP, of Marketing and Media Communications,
working with a super crew. As you know, since were just
breaking into the high tech vertical niche, we need to look like
a bigger player quickly in order to get contracts in place and
achieve our strategic growth objectives. My team applies our
high tech marketing and public relations experience to create a
positive industry image and drive business to our company.
Now Write Your Own Elevator Speech Below, or
on the Next Page:
1) Select Your Target Person or Audience____________
2) Choose your focus (which part of your role or job
will you feature?)__________________________________
3) Draft your Elevator Speech using a Template from
the next page:
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________

24 BRANDON PARTNERS

Elevator Speech Templates

Problem-Solution Focus:

Loss Focus:

You know the problem we have with the (name problem)?

Well, in my role as (title), my team and I solve that problem
by (describe activities and connections).

Our company loses $ each year because of (root cause

of loss). As (title), I head a group that prevents/cuts down
this bottom line drain by (explain the teams activities and
outputs).

______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
Public/Customer Welfare Focus
Im very excited about the (cite achievement) my team
worked so hard to accomplish, because weve helped our
organization to meet our vision of helping the public by
(state the benefit gained by the public or customer).

______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
Team Excitement Focus:
Were excited about the organizations chance to (cite the
opportunity in vivid terms). My task force is helping us to
capitalize on this opportunity by (describe the actions and
how they relate).

______________________________________
______________________________________
______________________________________
______________________________________
______________________________________

______________________________________
______________________________________
______________________________________
______________________________________
______________________________________

Goal Focus:

Benefit Statement Focus:

You know the goal we have of (name the goal)? Well,

in my role as (title), my team and I address that target by
(describe activities and connections).

______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
Challenge Focus:
As you know, were facing the tremendous challenge of
(cite challenge). As our (title), I lead a team that addresses
this challenge to make sure we (describe mission and
connection to the challenge).

______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
__________________________________________

As (title), I deliver (name the output, service, feature, or

activity) which brings/creates/ensures (state the resulting
general company or customer advantage) which satisfies
our need for/to (link the advantage to a company need).

______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
Empathy Focus:
If my understanding is correct, youve been concerned
about (name a problem, issue, concern). My (name the
group) team helps by (describe the teams activities,
outputs, and impact on the concern). My role is (give your
title or function).

______________________________________
______________________________________
______________________________________
______________________________________
______________________________________
BRANDON PARTNERS 25

Slides

Key Points and Notes

Organizational Savvy Skills Pyramid

13

12

10

S
9

Enhances Power Image

Balanced Self-Promotion
Essential Networking

2
1

SK

Personal Integrity

IL

Performance Integrity

CHARACTER
STRATEGIES

LL

Savvy Attitudes

KI

Studies Politics

LS

AWARENESS
STRATEGIES

NA

Knows the Agency Buzz

ER

Manages Perceptions

T
IN

PROACTIVE
STRATEGIES

TS

Savvy Communication

SE

11

ILL
SK

Ethical Lobbying

AL

Handles
Sabotage

RN
TE
EX

PROTECTIVE Detects
STRATEGIES Deception-

Ethical Lobbying
Manage Your Political Bank Account
Networking
The Power of Favors
The Power of Appreciation
Avoid Sabotaging Others
Plot the Political Landscape
Analyze the Stakeholders
Study the Agenda
Blend Agenda
Compromise Your Agenda
Share Credit

26 BRANDON PARTNERS

Ethical Lobbying
Pre-Course Reading

Purpose
To help you raise the odds that
your ideas will receive optimal
consideration, especially at group
decision meetings. To better sell your
recommendations, proposals, and
initiatives to stakeholders, clients,
sponsors, team members, or bosses.
Directions
1. Read the accompanying Ethical
Lobbying article as preparation for
crafting an actual lobbying strategy for
a real issue thats important to you.
2. Use the articles principles and
recommended strategizing questions
to plan how you will best approach
an actual targeted back-home issue
and decision-maker or influencer.
Complete the attached Stakeholder
Analysis Worksheet.

You cant always get

what you want, but if you
try sometime, you just
might find, you get what
you need.

The Rolling Stones

Background
This program on Organizational
Savvy positions politics as a
necessary part of corporate
influence, and invites you
to view building a highintegrity power base as an
important vehicle for personal
and organizational impact.
Entering the political arena is
the price you pay for selling
your ideas, getting the credit
you deserve, and receiving
optimal consideration for career
advancement.
Youve learned through the
Organizational Savvy Model
that left-side Power of Ideas
people need to remember that
ideas themselves may not be
compelling enough on their
own to be implemented. They
may need to be positioned with
powerful people. To ignore this
need leaves you with a political
blind spot, vulnerable to others
who may be more expert at
exercising power dynamics
within your company.

support for yourself and your

ideas. You can play above board
and maintain your integrity by
choosing causes that are good
for the organizations interests,
not just your own.
Since politically naive people
dont realize that decisions are
often made before the official
decision-making meeting is
conducted, you will be at a
disadvantage unless you embrace
the practice of Ethical Lobbying.
This fair, common, and effective
Organizational Savvy strategy
means not waiting for a group
setting to gather support for
your ideas and proposals, but
instead doing what government
lobbyists do: build relationships,
use various channels of
influence, and exercise proactive
organizational savvy. What
are the ingredients of Ethical
Lobbying?

Manage Your Political

Bank Account
Stephen Covey, in his classic
book, The Seven Habits of Highly
Any definition of politics must Effective People, describes the
importance of being aware of
include using both formal and
your Emotional Bank Account
informal avenues for getting
with everyone you know. Joel
things done in organizations,
DeLuca, in Political Savvy, echoes
sometimes going around
recognized channels to influence this idea with the notion of the
informal chit system that exists
key stakeholders and powerful
individuals. This does not mean in all work relationships. We
commonly hear people say, I
you will become manipulative
had to cash in a lot of favors
or unethical, because its not
on that one. The obvious
necessary to hide the fact that
conclusion is that we operate in
you want to gain approval or
BRANDON PARTNERS 27

Ethical Lobbying, cont.

a system of gaining and lending
support for one another, partially
based upon our history of trust
and mutual benefit. A piece of this
reality is the Political Bank Account.
Still, we want to be realists by
remembering there are side
benefits to sharing and exchanging
favors. The age-old Scratch
my back and Ill scratch yours
maxim doesnt have to be done
in a smoke-filled back-room, for
unethical reasons. Organizational
influence does involve collaboration
and alliances. The act of giving is
always appreciated and raises the
odds that a powerful colleague
or leader might become an ally.
Thats just human nature! In order
to reap the most benefits and
return on your investment in the
Political Bank Account, consider
the following common sense
suggestions.
RememberYoure Still A
Good Person!
Dont worry. Being aware of the
favors you give and receive doesnt
mean youre only interacting with
people for some ulterior motive or
hidden agenda. We all still aspire
to do the right thing and help
people, out of goodness, with the
intent to make this little planet
where we live a better place. After
all, we all walk a rough road.
Networking
Remember to network in order
to create the relationships that
keep you in the loop, align you
with powerful and power-oriented
associates, and allow you to shape
perceptions about you in the
28 BRANDON PARTNERS

workplace. Also strategically use

your political network to open
up opportunities for building up
a surplus in your Political Bank
Account. After all, this will pave
the way for Ethical Lobbying
opportunities.
The Power of Favors
The idea is to not equate all favors
with Machiavellian opportunism,
as long as your heart is also in
the right place and you are trying
to help the company, not just
advance yourself. Dont be turned
off to giving and receiving favors
just because some people abuse
the practice. Simple ways to make
deposits into your Political Bank
Account include:
Be available to people and let
them know youre willing to
be contacted after hours. This
doesnt mean youll actually
be called at 3 a.m., but it sure
makes an impression when
youre willing go the extra mile.
Offer support to others for
ideas and projects that are
important to them. Even
if you dont have time to
participate on a persons team
or project, you can still lend
your endorsement and overt
support.
Whenever you can, look for
ways to help people save face
or get out of jams. Perhaps
it means pitching in at the
eleventh hour if a colleague
is in trouble, tactfully voicing
approval, or expressing a
benefit of a persons position
when it is being challenged.
Naturally, be careful about whom

you support and whom you cross

when lending favors or supporting
an allys ideas. Organizational
savvy means awareness of the
impact of all you do. So dont
blindly grant favors without
thinking strategically about whose
list you could end up on! While
you may build a surplus of favors
for one persons Bank Account,
the same actions could create
a deficit in another key powerholders account.
The Power of Appreciation
Dont underestimate the
importance of expressing strong
appreciation for people who do
you favors. While you dont want
to hold grudges, you do want
to hold gratitude. If you dont
show your appreciation effusively
enough, or long enough, you may
be committing a major faux pas.
Send thank-you notes and copy
key people, so that the person who
did you a favor knows you took
extra steps to help make visible
that persons good will, team
player status, and organizational
commitment.
Avoid Sabotaging Others
Be careful to avoid accidental
sabotage. At times you might not
mean offense, but you unwittingly
harm a person important to your
success. Obviously, acknowledge
the mistake, or it will be seen as
intentional. Apologize and assist in
salvaging the situation. Dont burn
bridges when you cant support
a colleague or must turn down
a request, or if someone turns
you down. For instance, when
rejecting someones advances,

Ethical Lobbying, cont

be sure that youve carefully
considered the appeal. A no
doesnt need to close the door for
future collaboration. If people
turn down your requests for
support, help them to save face,
and acknowledge that reasonable
people can end up on opposite
sides of the issue.

each stakeholder or decisionmaker ask yourself these

questions:

Think Like a Chess

Player: Plot the Political
Landscape
The politically naive wait until
a meeting to present their
case, thinking this is where
decisions and influence reside.
The politically adept know that
influence demands more advanced
thinking and individual lobbying.
A critical piece of the political
jigsaw puzzle is to think more
strategically like a chess player, less
like a skeet shooter reacting with a
quick trigger finger.

Whats his or her level of

influence, whether through
position power or informal
power?
(1-10)

Ethical Lobbying means you will

think ahead and develop political
allies to support your ideas and
projects. Organizational Savvy
requires proactive planning,
plotting the political scene,
and mapping out the influence
relationships that will raise the
odds for decisions going in your
favor. Ask yourself the following
set of diagnostic questions when
deciding whom to approach, on
an individual basis, with Ethical
Lobbying.
Ethical Lobbying Strategies
Analyze the Stakeholders
Who are the key people involved
in the decision making about the
idea you want to champion? For

Whats his or her level of

agreement or disagreement
with your idea, project, or
proposal?
(+110 or -110)

Whats the persons placement

on the Organizational Savvy
Model continuum (Power of
Ideas LP-1LP-4, Power of
Person MP-1MP-4)?
How does the person view your
level of power and placement
on the Organizational Savvy
Model continuum?
Whats the persons degree of
change-ability on the issue
for which youre lobbying?
How is your Political Bank
Account with this person? Do
you have enough of a surplus
to approach this person? If not,
have you at least avoided being
perceived as having sabotaged?
Does the person view you as
neutral or as an ally, and do you
possess enough power to earn
his or her attention?
What are the connections and
relationships between this
person and others? Youll want
to openly discuss who is for
and who is against your ideas.
You may need to mention
alliances and people who

support your proposals, people

who can help you influence
another target stake-holder.
What other communication
style, working style, functional
area biases, or cross-cultural
sensitivities should you
consider in your plan?
Based upon your analysis, decide
whom to approach and what
strategy might be effective without
sacrificing your own ethics
or becoming two-faced. The
guidelines below may assist you
in figuring out how to influence
through Ethical Lobbying.
Study the Agenda
Spend time figuring out powerful
peoples priorities, listening and
learning. Sit and ask them their
focus and strategies. Also, discover
their agenda less directly by
noticing what they say in meetings
and by asking others. Salespeople
are naturally good at this, but you
can develop the capability.
Blend Agenda
Here, you become a spin doctor,
which is another skill salespeople
and professional lobbyists
demonstrate. Youll know peoples
hot buttons because youve
studied their needs, goals, and
causes. Next, tie your ideas to their
agenda so that you can influence
them.
This type of linking lead-in
sentence needs to become part of
your normal lobbying language:
An idea that fits well with your
____________ agenda/goal is
my idea for ___________ , which
BRANDON PARTNERS 29

Ethical Lobbying, cont.

addresses your needs by________
____.
People do things for their reasons,
not yours. The word benefit means
good fit, so you want to package
your ideas in a way that meets
other peoples business needs and
appeals to their values, strategies,
and objectives.
For instance, a Quality Training
director in a major corporation
repackaged major components
of his quality training curriculum
under the umbrella of business
effectiveness when he determined
that the quality program and
people associated with this
organizational change initiative
had fallen out of favor within
the enterprise. That showed
organizational savvy and the
willingness to reframe his agenda
to blend better with the agenda of
the new leadership.
The comedian George Carlin has
made a living highlighting the
potency of using the right words,
of framing events and situations
in new ways. He quips, The
environmentalists finally got it
right. They figured out that no
one wanted to give any money to
swamps and jungles... So now they
call it wetlands and rain forests,
and the money comes rolling in!
Compromise Your Agenda
You wont always have the
power to implement your ideas
totally, but you might be able to
compromise and get some of
what you want. Once an idea is
30 BRANDON PARTNERS

in swing, its sometimes possible

to gradually build and shape it to
match more fully your original
vision. Taming a wild stallion
demands blending your energy
with the horses, and riding with
the beast before you can guide it
to where you want to go. Patience
is important in Ethical Lobbying.
Organizational Savvy is partly
about not pushing the river.
Naive political players let their
integrity, passion for their ideas,
and deep sense of values run away
from them, often slipping into
taking brash, provocative stances.
The loose cannon is reminiscent
of youthful, militant exuberance.
Organizational change takes time.
Influencing reactions to your ideas
is less like a speed boat cutting a
sharp turn, and more like a cruise
ship whose turn is a wider arc.
Remember the Rolling Stones
version of Serenity Prayer (!!):
You cant always get what you want,
You cant always get what you want,
You cant always get what you want,
But if you try, sometimes
you just might find
You get what you need.
This sage advice applies to
organizational savvy. Those who
are politically adept practice
flexibility and do not paint
themselves into a corner with
nonnegotiable, rigid stances. If
youre astute, youll recognize
the difference between your true
underlying needs and any initial
win-lose position you might
unwisely push. Just because you
adapt and give a little in order
to gain a lot doesnt mean youre

selling out. Sometimes you have to

give a really big fish plenty of line
in order to reel it in.
Share Credit
If you need a right-side Power of
Person individual to implement
your idea, having 25 percent of
the credit and giving them 75
percent as if they thought of it
may be better than keeping 100
percent credit for an idea that
goes nowhere! Give up credit to
gain support. Some writers even
suggest letting powerful people
believe they came up with the
idea, not you. You still gain some
visibility, and you can always
strategize ways to make sure you
dont lose all the credit if you
plan ahead and make yourself
indispensable to the poweroriented colleague.
A Disclaimer
Remember that Ethical Lobbying
doesnt mean crossing the integrity
line or saying things you dont
believe, in order to get things
done. The principles taught in this
course are simply tools. You will
take responsibility, like a carpenter,
deciding when and how to use the
tools.

Ethical Lobbying
Stakeholder Analysis Worksheet

Purpose
To use the principles of Ethical
Lobbying, described in the
previous reading, in order to
strategize ways to gain support for
an issue or idea important to you.
Directions
Pick an idea you would like to
champion, and strategize an
organizationally savvy method of
advocating for your issue. This
will entail Ethical Lobbying, using
the principles described in the
previous reading. Write a few
words about the specific idea or
call to action you want to influence
others to support:

Issue #1: __________________________________

Stake-Holder #1: __________________________
Ethical Lobbying Strategy Questions
Whats his or her level of agreement/disagreement with your

idea, project, or proposal (1-10)?
Whats his or her level of influence, whether through position
power or informal power (1-10)?
Where is the person on the Organizational Savvy Model
continuum (LP-1LP-4, MP-1MP-4)?
How does the person view your level of power and placement
on the Organizational Savvy Model continuum (LP-1LP-4,

MP-1MP-4)?

___________________________
___________________________
___________________________
___________________________

In what state is your Political Bank Account with this person?

What is the persons degree of change-ability on the issue for
which youre lobbying?
What bridges and links can you make to blend your agenda
with this persons?

Below list several people involved

in the go or no go decision,
the stake-holders whose support
you require for your proposal
to see the light of day. For
each person, answer the Ethical
Lobbying Strategy Questions on
the right.
___________________________
___________________________
___________________________
___________________________

What ways can you compromise your position or adapt it to

gain this persons support?
How much credit are you willing to share in order to help
your idea gain this power allys support?
What other communication style, working style, functional area
biases, or cross-cultural sensitivities should you consider in your
plan?
What are the connections and relationships between this person
and others? You will want to discuss openly who is for and who
is against your ideas.

BRANDON PARTNERS 31

Slides

Workshop Agenda

Organizational Savvy Skills Pyramid

Overview, Reactions, and Business Rationale

Political Styles: Strengths and Risks

13

12

Balanced Self-Promotion

Influence in Your Job

Organizational Impact
Career Satisfaction & Growth
Role Credibility

32 BRANDON PARTNERS

North Star Goals

2
1

Personal Integrity

IL

Performance Integrity

LL

CHARACTER
STRATEGIES

KI

Savvy Attitudes

LS

Studies Politics

NA

AWARENESS
STRATEGIES

Knows the Agency Buzz

ER

Manages Perceptions

T
IN

Essential Networking

TS

Enhances Power Image

SK

PROACTIVE
STRATEGIES

10

Savvy Communication

SE

11

ILL
SK

Ethical Lobbying

AL

Handles
Sabotage

Organizational Savvy Skills Pyramid

RN
TE
EX

PROTECTIVE Detects
STRATEGIES Deception-

Bringing the Political Styles to Life

Savvy by Email

A Free Reinforcement and Application Series

Purpose
To help you remember and apply the
insights and skill sets you learned in
this Organizational Savvy session, you can
receive brief weekly emails that prompt
you to take specific action steps related
to the 13 Savvy Skill Sets, or to take
Political Styles into account during your
day to day work.

The Service is Free- Neither you nor your sponsor

organization pay a penny for this reinforcement service. Its
merely a new refresher and pull through deliverable weve
been asked to provide to demonstrate our commitment
to fighting the fade-out factor that haunts most training
programs..
Short and Sweet- Each Savvy by Email tip will be two short
paragraphs a quick reminder of a Savvy Skill Set, suggesting
a specific action step to put it in motion, and an optional action
step that may help you leverage the skill that day on the job.

Please know that we get how busy

you are. You dont need meaningless
tasks to add to your to-do list, so this
service will be practical and fast each
week.

Fight the Fade-Out Factor All Year- Youll start receiving

reinforcement emails the week after you accept the registration
email, and one a week for 52 weeks, a friendly, quick tip will
jump-start your efforts to implement Organizational Savvy.
Thats a full year of valuable program reinforcement and
application.

Sometimes the daily task will be to take

quick action to implement a Savvy Skill,
while other emails will remind you to
incorporate a particular skill like Savvy
Communication tactics into a meeting
youre having anyway, so these tips
wont add any time to your day.

. You Have Total Choice to Participate- Its up to you

whether to receive these short weekly emails or not, and you
can unsubscribe at any time you wish by clicking a link to quit.
Sign Up Options- Sign Up Options- Depending upon the
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No Spam will Come- Not to worry by receiving
reinforcement reminders and application tips you will NOT be
opening the door to any promotional offers.

Name: _______________________________________________________________________________
Email Address: ________________________________________________________________________
Sample Message
Reinforcement Tip #19: Study Politics: Navigate the White Space on the Organizational Chart, Too
TIP: Organizational Savvy involves knowing the official power holders by position, along with their agendas. But its also
about reading the white space on the organizational chart, where more informal power holders and influencers reside.
TASK: This week challenge yourself to realize which influencers you may be ignoring, especially if you are being dismissive
of them, either due to being too busy or worse, because they dont hold enough power. (Are you being an MP-3 Borderline
Overly Political player?) Identify a gatekeeper who may therefore understandably block your access to an executive, a junior
staff member whose Buzz about you might be less than stellar, or someone who would otherwise be more of an Advocate
or even Ally on your Network Map. Now invest more care into attending to the unofficial, informal, and true power dynamics of your company. But dont do this just to get ahead do it for the right reasons with integrity, realizing that everyone
deserves your extra effort and consideration.
SURVIVAL OF THE SAVVY reading: Chapter 7: Detect Power, Agendas, and Unwritten Rules
To unsubscribe from this message series, click on savvyreinforcement@brandonpartners.com.
BRANDON PARTNERS 33

34 BRANDON PARTNERS

About
BRANDON PARTNERS
For Information,
Support, or
Consulting,
Please Contact:
BRANDON PARTNERS
311 Miller Avenue, Suite C
Mill Valley, CA 94941
Tel: 415-389-4740
Fax: 415-383-2502
www.brandonpartners.com

Brandon Partners is a global training firm that cultivates the cutting

edge leadership and workplace competencies of Organizational Savvy and
Political Savvy. Since few proven development programs exist that address organizational politics and ethical power, we made high-integrity
politics and strategic influence our core business. We offer worldwide
direct program delivery, train-the-trainer certification, online Savvy
Assessments, and the Wall Street Journal best seller, Survival of the
Savvy (Free Press, 2004). Since 1998, Brandon Partners has become the
preeminent thought leader on transforming organizational politics from
a taboo topic to an ethical, intriguing and inspiring pathway towards
influence, impact, career development and company success.
BRANDON PARTNERS clients include:
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SURVIVAL OF THE SAVVY

High-Integrity Political Tactics for Career and Company Success (Free Press, 2004)

Many corporate leaders maintain that politics arent important or dont exist. Yet, every day in their
organizations, power-plays, ego-trips, turf-battles and deception hurt both careers and the bottom line.
When corrupt people with strong political skills gain power, the results can be devastating, as recent
corporate scandals have shown. But by increasing their organizational savvy, ethical leaders can achieve
strategic influence, manage their careers, and become stewards for their organizations resources, morale,
and reputation. Written by BRANDON PARTNERS founder Dr. Rick Brandon, this important book is
called the definitive book on political savvy by Dr. Robert Eichinger and endorsed by Ken Blanchard,
Harvey Mackay and many CEOs. Signed copies may be purchased through BRANDON PARTNERS.

BRANDON PARTNERS 35

BRANDON PARTNERS

Corporate Training in Organizational and Interpersonal Savvy

311 Miller Avenue, Suite C

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Tel: 415-389-4740
Fax: 415-383-2502
www.brandonpartners.com