The more uncertain, ambiguous and challenging the situation becomes, the more likely a high political quotient (PQ) manager is to display certain behaviours. They can be described as the 10 laws of power — the first five are below.
1. Take control
Don’t wait till you are CEO: high political quotient (PQ) managers take some control at any level. Have a clear agenda and act on it. Your agenda can be told as a story in three parts
This is where we are
This is where we are going
This is how we will get there
By taking control, you create clarity, focus and purpose for yourself and colleagues. Even if they disagree, discussion will be focused on your agenda, not theirs. Taking control is especially important in crises and conflicts. Many people will hide: the high PQ manager will see this as an opportunity to make a mark.
2. Build your network
You will rely on colleagues and contractors to help you deliver results. Building support means building trust: you need to develop mutual understanding (shared values) and mutual respect — delivering on commitments. It’s different from building friendships — trust is the core of professional relationships, friendship is the core of personal relationships.
3. Act the part
If you want to act and look like a junior manager, your wish will be granted — you’ll stay one. Observe how people dress, talk and behave two levels above you. If there is a gap between their behaviour and yours, think about changing.
This can be as shallow as dressing the way they dress — you shouldn’t be judged on how you dress, but you will be. But it is also more subtle. At senior levels, executives don’t persuade each other with 300-page PowerPoint presentations. They talk through issues clearly.
Act as a partner to senior executives, not as their servant, and they are likely to treat you as such.
4. Strike early
Wherever there’s uncertainty, high PQ managers use this to take control. Acting early takes courage.
Where it helps:
- Negotiating budgets. Agree broad objectives early, before the framework is dictated to you.
- Managing crises. If you have a plan for sorting out a crisis, you retain control. Acting late means it gets worse.
- Getting the right assignment. Waiting for a position to be advertised is too late. Your network should alert you to opportunities. Make sure you’ve positioned yourself with the right line managers to be placed where you want.
- Managing meetings and overcoming resistance. Never use a meeting to make a decision. By the time your agenda item goes to a meeting, you should know the decision will be positive. You should pre-empt all potential opposition in private meetings before the formal decision-making meeting.
5. Pick your battles
As long as there are insufficient resources to go around, there will be organisational conflict. High PQ managers will fight, but only where necessary.
Only fight:
When there is a prize worth fighting for.
When you know you will win.
When there is no other way of achieving your goal.
Most corporate battles fail at least one of these three rules.
Want to know more? See The Laws of Power 6-10
