There are some behaviours that high PQ (political quotient) managers display repeatedly, like default settings in their mindset. They can be described as the 10 laws of power. Here are 6-10.
6. Be selectively unreasonable
When you accept excuses, you accept failure. High PQ managers know when to stretch people to achieve things they thought impossible. By stretching people, they learn and develop, and so does the organisation.
Some managers take this to the extreme: they are always unreasonable and the don’t stretch people so much as break them. Macho management trades off short-term gains for long-term destruction of human and economic capital. High PQ managers know how to build long-term performance by being unreasonable, selectively.
7. Go where the power is
Every organisation has centres of power, usually a function or business unit that drives the rest of the organisation and where future leaders are groomed. This is where key decisions and appointments are made. This is where you need to be.
Life in the power centre is often demanding and uncomfortable. It is also where you can best build networks, influence events and accelerate your career.
8. Embrace ambiguity
Where there is ambiguity, there is often a vacuum waiting to be filled by a high PQ manager. It arises out of uncertain agendas, such as
How shall we organise the offsite team meeting?
Who should work on this new project?
How shall we respond to this new competitive move?
Move in early and take control of selected opportunities. The high PQ manager stands out as someone positive and action-focused. They then need to deliver successfully to gain any credit.
The very high PQ manager then conspicuously shares credit with everyone else, ensuring support from others while reinforcing the fact they were in control.
9. Focus on outcomes
This should be obvious, but many managers find it safer to focus on analysis, processes and problems. Outcome focus minimises unnecessary conflicts: instead of playing the blame game, it is forward-looking and drives action.
Outcome focus starts with asking the right questions:
Meetings — what do I want to achieve, regardless of the formal agenda?
Conflict with another department — what do I want to achieve and is it worth fighting for?
Crises and setbacks — what outcomes do we need — not ‘who is to blame’?
10. Use it or lose it
Once you get your hands on the levers of power, use them. The better you do so, the more formal power you will acquire. Use them poorly, and you will lose them and possibly your job.
Avoid the trap of playing safe: it’s only legitimate if your only goal is survival. If you want to succeed, you have to make a difference.
Ask yourself: “What will be different as a result of my performance in this role?” What will your legacy be? Use power to make a real difference.
