Political Dilemmas at Work: How... | Buy

Summary

Mike Phipps and Colin Gautrey's first book, 21 Dirty Tricks at Work, presented the most common political tactics used by individuals in the workplace. This book helped many people around the world handle these tactics in a constructive and assertive manner. What was not tackled were the more strategic political situations that people find themselves in when others exert their power and influence, the type of political campaigns that can leave individuals feeling bemused, fearful and paralyzed. Political Dilemmas at Work will present real political challenges in an original and engaging way - which will be instantly recognizable by any experienced manager. Then, based on the authors' experience of coaching managers and directors, they will offer analysis and practical tools and tips about how to deal effectively in these situations. With the workplace becoming more political and competitive by the day, Political Dilemmas at Work will come to the rescue. This book will become required reading for anyone who is ambitious and wants to ensure that they do not fall foul of negative organizational politics.

Foreword by Marshall Goldsmith
Political Dilemmas at Work
Political Rival: You've always played it straight and got good results
Now you're up against a strong and cunning political rival who seems determined to derail your success
Power Vacuum: Your boss has moved on and a successor has yet to be appointed
Suddenly nobody is quite sure what to do
Victoria's Secret: You've got the inside track on a big issue but you are bound by confidentiality -- but they keep on asking
Troublemaker: You have a troublemaker in your team who is extremely well connected
You'd like to fire them -- but you can't!Consultant's Rule: You're going to be judged on the success of a project, but consultants with a direct line to the CEO are doing most of the work and getting it wrong
Tough Act to Follow: Thrilled at your new appointment you are dismayed to discover that everybody keeps telling you how great your predecessor was, and they seem unable to accept you
Home Alone: Your main political ally has suddenly left the organization, and only now do you realize that you have very few friends in high places
Turf Wars: Two powerful people are fighting to win control of your function -- and you are caught in the middle
Mr. Nice Guy: Many powerful people keep demanding things of you and you fear the consequences of saying "no"
The Apprentice: The new guy has arrived and is strongly favored by the CEO
He is creating lots of disruption for your team
The Emperor Wears Prada: You have a compelling vision and a practical plan which nobody is opposing or resisting -- too good to be true?
Culture Shock: In your new organization, you are unable to make things happen, and are failing to get the results you expect
Firestarter: You were hired to push through change; even if that meant starting a few fires and upsetting people
Resistance is growing and support has vanished
The Outsider: You're outside of the main power circles and find it difficult to influence the right people to get the job done
Friendly Fire: Your team is spending too much time and energy fighting each other, rather than fighting the competition
Road to Nowhere: The pressure is on to head up a special project, yet you strongly suspect that this will lead you into a career dead end
Status Trap: Your position carries high status which should enable you to get things done, yet you seem powerless to influence those below you
The Success Trap: You've been highly successful, but suddenly, everything seems to be going wrong
The Interim: You've accepted a fantastic job
The problem is that you've been told -- and everyone knows -- that it's a temporary position, and things quickly start to get awkward
Spin Doctor: The president is due to arrive, and your boss has told you not to reveal a serious flaw in the proposal -- use a bit of spin
A New Charter for Career Success
Building on Your Success
Table of Contents provided by Publisher. All Rights Reserved.

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