My one key rule is positive: "Always give a little bit better than what you get or expect to get." This covers a bunch of other rules and ideas. First, don't expect much till you know someone, but take SMALL risks in offering openness and assistance. If you're the kind of person who assumes on first meeting that everyone will love and help you, watch out! But do extend some room. When you get something negative, be about the same back, though just a little less. When a bad employee or union stonewalled me, I'd stonewall them... while leaving just a slightly better opening for them to come back. Use common sense though - if it's your boss, you might be better to start a job search for a better boss inside or outside your company. We all know how the organization chart works. You have to be REALLY good at politics to overcome a boss or else be able to let the right people see his or her actual behaviour that is flat out illegal. People won't take your word and it will reflect badly. The exception is if your company has a solid harassment policy or there is a senior boss you really have experience with and trust."

A couple of specific variations on the main principle: we all know "If you can't say anything nice, don't say anything," and it's great advice. Don't slag anyone because you never know who will defend them or make it public. You can defend yourself, just make it sound nicer than what was said about you and make it a positive suggestion. You can give feedback, but turn it into positive tones, positive suggestions... and be careful not to let attitude show. This keeps you looking clean and out of trouble as much as possible. Second, you can't change people unless you have some sort of leverage and they are changeable, so variant number 2 is "Have as little to do with bad actors as possible beyond bare (but advisable - see rule 1) civility." Since you can't change them and can't gain from being publicly negative, leave it alone. That goes for mentally, too. Don't even think about them since it just makes it worse. I've seen more people sunk because they couldn't let go of stuff. (Someone said, "the best revenge is to forget." My added advice: just don't forget that you need to avoid them.) The best defence is no contact! That's already in the main principle. Those bad actors deserve worse, but you're going to be barely civil - better than you expect from them. I've been burned only a few times (and I don't forget to avoid those people), but everyone else appreciates your positive efforts, your honesty and your contributions. This forms the best possible protective shield around you over time, so you get help when you are being trashed.

"Give a bit better than what you get or expect" also means that if you get cooperation or honesty, give even more. There's room for great sharing, great mutual support from "politics," too - that's the upside. Others will generally support your ideas and give you credit if you support theirs. I'd say I got burned in far less than a tenth of 1% of every one of the thousands of people I've helped.

Dave Crisp
Former Senior Vice President, Human Resources
Hudson's Bay Company

Understand the "Six Degrees of Separation"

Ensure that you understand the "six degrees of separation" in an office environment. People may be married to or related to others in the organization and not share the same surname, making it inobvious to you. Also people may have very close ties to specific coworkers. Knowing these hidden inter-relationships will make you more politically astute in your business dealings if you govern your behaviour accordingly. For example, you will better understand the influencing and favouritism going on and can leverage that. Also, you can avoid any negative actions or statements toward somebody that could eventually offend a "power-broker". Remember -- it's often not what you know, but who you know.

Nancy Fisher
Sr. HR Business Advisor
Petro-Canada

Treat Others as You Would Like to be Treated

Treat others as you would like to be treated. It's a small world, and you never know who you will end up working with or for in the future.

Mary-Jo Nedzelski
National IHR Transformation Manager
Deloitte & Touche

It's All in the Perception!

If you are management with a private office, consider making it into a meeting room. This way your staff would not be able to communicate that you got the office because you are more senior than him/her - which in turn could damage your reputation with other employees and peers.

If you make your office into a meeting room, it would reflect to other employees that you believe in fairness; that everyone should have access to the room. I would suggest you make it clear however, that you have bumping rights on the meeting room for when you need to work on sensitive issues.

I worked for a VP at a previous company who did this. He worked in an open cubicle and made his hard-walled office into a meeting room. The outcome of his actions were amazing with the 250 people that worked for him.

Remember, it's all in the perception!

Connie Deschamps
Human Resources
IT/NET

Keeping a Distance

HR professionals often deal with employees in difficult situations (e.g. discipline, terminations, etc.). In these circumstances, employees may open up to HR professionals and share personal details of their lives to explain their behavior at work. Employees may think it's acceptable to do so.

I suggest that HR professionals do not reciprocate by sharing their personal experiences in such situations. It's better to remain at a professional distance and limit the discussion of personal matters. In the end, HR professionals are there to deal with workplace issues that may result in an employee's termination - they are not there to be a confidant. Maintaining a professional distance keeps emotions in check and reminds HR professionals of their responsibilities.

April Shand, MBA, CHRP
Manager, People Services
SMART Technologies Inc

Getting Personal

"Personal" attacks directly or behind others backs are common weak links in many organizations that are often confused with constructive feedback.

Coach employees to focus on the behaviour that has impacted them and address it directly with the other person. Tell them what it is they are doing and how it impacts you. Avoid focussing on the person and instead, offer options in how to deal with future encounters with you. Take ownership for the working relationship.

Brian Hughes
Director, Organizational Effectiveness
Halsall Associates Limited

Office Politics vs Core Values

You may find that in the last few years you hear a lot about companies who promote core values in their workplace. Is it really working though? Of course not, and why? Because politics and special treatment for high level management make thoses core values ridiculous. The only level thoses core values make sense is with the very low rank employees, where they don't see what is really going on in the decision-making offices.

Réjean Gauthier
HR Advisor
Saan stores Ltée

Patience and Virtue

Never withhold sincere and justified compliments from your staff when it is in your power to give them.

Philip Johnson
Manager
Ian Martin Limited

Workplace Bully

When dealing with a workplace bully or all-round difficult person who steals an idea in front of an unknowing group, or who snipes about your work performance, either in front of others or to your face, say, "Can you repeat that, I want to make sure I capture it accurately?", while taking out your pen and paper. It puts the fear of a defensive action into the difficult employee, the fear of not resolving workplace issues into managers and can be explained away if it's offered in a tactful way, as mere "notetaking in a meeting" or for future "idea generation/stimulation".

It definately sends a message that you're not taking anymore of what they're offering, in a clear enough manner to warrant a reduction of the ugly behaviour, while at the same time if challenged on it, it can be explained in a context of professionalism and neutrality, so that you're not seen as the instigator of further trouble for your superiors.

M. Flick
Career Counsellor/Consultant
Career Discovery

Conflicting Values

There was a time when one could expect to come out of university or college, land a job in a big organization and settle in for life. Inclusive in this was a sense of family, of belonging - creating loyalty. Sure there were times and situations where you felt frustrated and maybe even wanted to leave however the hold was so strong that you never really considered it seriously.

Then came downsizing, right sizing, restructuring and the break up of monopolies Your company was no longer a second family to you and work was no longer a second home. Values you lived your life by didn't matter anymore. Integrity seemed to have gone by the wayside. Getting promoted no longer happened just because you worked hard and deserved it.

The world had changed. Did you change too? Or did you remain true to your inner values and beliefs? If you chose not to change, you may have been considered obstinent, old school, uncooperative and set in your ways. If you did change maybe you battled inner conflicts of not liking the new you or the new approach to business.

What should you have done? What should you do if this is happening to you now? A combination of both. A combination of changing yet not changing. Of picking your battles to allow you to win the war. Change is with us to stay so you have to move on yet your inner values are what give you peace of mind so you cannot completely change how you do business.

Find a compromise that works for you - a middle ground. Determine what you can live with and what you can't. Make a list. If there is more on the "Can't Live With" side and they are truly things you value, then it is time to start thinking about a career change - seriously this time.

Audie McCarthy
President & Founder
Marrek Solutions Inc.

You Must Be Proactive

Situation:

My boss has never seen a deadline he respects. He leaves critical requests for reports lying on his desk until just before the deadline, then hands them to me to complete. His correspondence and voicemail are backed up for weeks and then there is always a crisis because of it. I can help but he doesn't trust me to take care of anything. I take the heat when people phone and try to get their answers through me. But when I have tried to get him to make a decision, he blows up at me. I'd look for another job but I believe he's convinced everyone that MY incompetence is the cause of his not meeting deadlines. I'm afraid I wouldn't get much of a recommendation from anyone now if I did look for another position. Help! I feel trapped and ready to check into the local psychiatric hospital!

HR TIP:

You are definitely in a danger zone, not only for your career but also for your health. Although your boss will eventually be exposed as incompetent, it may not be in time to save your reputation. You must be proactive. Consider the following strategies to gain control of the situation:

1. Start documenting everything. Keep a log of the date requests are made, the date they require action, and when you are given them to deal with. Date-stamp all letters and memos when they come into his office, and place them in file folders with due dates clearly marked. Keep a diary of the dates and the gist of your interactions with your boss in which you ask for a decision and he procrastinates or blows up at you.

2. Without complaining or badmouthing your boss, ask others at your level in the organization for tips on how they organize their bosses, at the same time sharing what you have tried. This is a backup strategy to make sure the office grapevine knows you are not solely responsible for the missed deadlines.

3. Calmly confront your boss and tell him why you feel frustrated and unable to help him adequately. Use the tried and true assertiveness formula: Behaviour, Effect on you, Consequences, Proposed solution, and Feedback. It might go something like this:

Mr. Brown, yesterday when you handed me the X report to fill out, I noticed it was due last week and that it would take me at least two days to gather all the information for it. This is not the first time you've put me in that situation (perhaps describe another, painful one briefly).. When you do that, some people blame me for getting the report in late and it puts me under a lot of stress. I've been so stressed at times that I couldn't come into work the next day. And then your work falls even further behind. I'd like to help you meet the deadlines and I'm afraid we both look bad when this type of situation happens. I'd like to propose a solution that would help us both (describe it). Do you have any suggestions? Would you like time to think it over?

4. If all else fails, go to your boss' supervisor and ask for a transfer, explaining your dilemma without whining, just citing incompatible work styles. Take in your logs and diary as proof that YOU are an organized person. This is a last resort, but better than losing your and your sanity.

Carol Beatty
Queens University

Separate Politics From Social Activities

1) Office politics are adverse reactions to change.

2) If someone is against your plans for change, ask them to sit on your advisory board so that they can provide input.

3) If another department is raising obstacles to your department's activities. Invite them to your weekly staff meeting as the best way to keep them informed and in the loop.

4) Make a point of hiring from outside your department to fill positions.. This is following the age old tradition of marrying your opponents daughter.

5) Never stop communicating with your opponent, even when it comes to 'blows'... there's a REASON countries keep embassies open for as long as possible.

6) ALWAYS separate politics from social activities. ALWAYS make a point of having a personal relationship with your peers. Obviously these are best put in place prior to conflict.

7) The opponent is ALWAYS right from their perspective. Understanding, NOT guessing, what their concern is, is the first step towards re-conciliation.

8) Ignore the culture (the accepted way of doing things) at your peril.

9) NEVER use e-mail to attempt to resolve a conflict. A face to face meeting is worth it's weight in gold.

10) NEVER put in writing what you'd not say to someone's face.

Peter de Jager
Keynote Speaker & Consultant & Writer

Regular columns in:
CIO Canada/Computerworld Canada/Event Horizons
ABA Banking Journal/Managing Change & Technology

Peter de Jager is a Keynote speaker, consultant and writer. His columns appear in Computerworld Canada, CIO Canada and the ABA Banker's Journal. You can contact him at pdejager@technobility.com or via his site at www.technobility.com.

Flexibility

My parents recently celebrated their 35th wedding anniversary. When I asked them what the one key success factor was to 35 years of happiness, there was little hesitation to their response of "FLEXIBILITY." After thinking this through a little further, I believe that you can apply this to most facets of life, especially office politics. The planets are not always aligned, so flexibility is key to lowering stress levels and maintaining healthy relationships in the workplace.

Brad Semotiuk
Managing Director
Bastie & Associates Inc.

Inroads

As an HR Professional in the field, more times than I care to admit, I've found myself in catch-22 situations where I'm damned if I do and damned if I don't. Like for instance, hiring a customer's daughter. You objectively consider her out of courtesy and quickly realize she is far from being the perfect candidate. Not only is the customer pressuring the company to hire her, it is expected and now your company is fearful the customer take their business away.

The candidate comes into the interview thinking it's merely a formality and that the job is hers based on her inside connection. She gives me the impression that I'm wasting her time. My decision was made easier now. My dilemma: to persuade the others in power. We were better off not hiring her from the get-go versus having to fire her eventually and being in a far-worse position later. We decided to take our chances with our customer. Speaking of this customer, you would naively assume that his ethics would not allow him to jeopardize his relationship with his long-time, loyal supplier. Guess again. You'd be surprised to know exactly what length people will go for personal gain. Fortunately for now, the ethical at heart still outnumber the shady who reveal themselves rather quickly.

Advice:

Never use inside sources to gain inroads into employment opportunities. Allow yourself to be considered objectively with the rest. You do not want to walk through the front door of a company, even if only one person knows how you got there. Think of the employment opportunity as a challenge with the potential of converting itself into a rewarding career accomplishment.

Suzanne Elmazi
Director
Human Resources Quebecor World Specialty Canada

In and Out of Inner Circles

Sometimes there is no telling how long you will be in a circle. If you are new to an office, of course everyone is checking you out to see what kind of person you are. That is totally legitimate.

For entry-level people this is not much to worry about. For mid-level newcomers the checking out can quickly take a whole different twist. The old-hands in the office will want to know how to relate to you, they need to know if you are one of them, a boss' person or simply a "normal Joe".

Those at a lower level may feel compelled to demonstrate that they can do your job just as well as you: after all, they have been around long enough (without getting there!). Those just a step or two above, will want to make sure you do not move up too fast, possibly by-passing them in the pecking order.

What to do?

Play your cards close to the chest, be friendly and professional with all, but avoid making any comments on non-office issues that may lead others to classify you (its best not to fit into any boxes yet to remain without all too many edges!). Do you job and do it well, involve others, both from lower job ranks, similar levels and above, prove that you are a teamplayer and noones' man/woman but your own. If you're a non-smoker, hang out with the smokers from time to time. If you are up to an after-office drink, ask somone to come along who normally does not come along. Be a diplomat with good attitude!

Glenn Brigaldino
Consultant
GB-BASE

Office Politics Creates Unfair Practices

It's always vexing to have to respond to complaints from staff members when office politics creates unfair practices. HR managers often feel called upon to counsel employees who are aware of differences in the treatment of staff members. There are those who have successfully persuaded the "powers that be" that they deserve credit, time off, or perks that may not be universally available to all staff. How can one respond to this impossible situation? Often, the power of the executive who is the source of the problem overrides every other process available to employees. In addition, the employee who has observed the inequities, is threatened with retaliation from above if his or her "bad attitude" becomes known.

Could we be mistaken?

It's often necessary to think things through. What appears to be something "extra" given to a staff member may, upon closer examination, be an adjustment based on the demands of a particular job. Occasionally there are real inequities in working conditions which warrant some kind of creative compensation. If at all possible, make every effort to find out all the facts about the matter before assuming that politics are involved. HR managers usually have information about working conditions that they can share. Employees have to be flexible when it comes to jobs that are unusual and may not involve "9 to 5" work, but we know of course, that not all office politics are imaginary!

Why does it happen?

I have seen employees who appear to be working at a frenzied rate, but apparently don't get the work done as promptly as those in similar positions. Those whose skills or organizational abilities are limited may not be able to work any other way. They resent the amount of effort they need to put into completing the task at hand and often spend a great deal of their time airing complaints about overwork. This sometimes translates into anger, and also can translate into engaging in office politics! It's helpful to realize that the participants are acting in self defense; they are aware of their shaky abilities and in constant fear of being found out! Patience is a virtue, because eventually, an incompetent who is using politics to keep ahead will be found out. It's inevitable!

What else can we do?

I think we should ensure that we are keeping the lines of communication open with our co-workers and superiors. If we do not talk about our work, report on it, and especially keep the boss informed, we may be losing ground to other more assertive types of employees. Don't complain about what you have seen, but do give yourself enough visibility to show your worth. I have seen employees who duck their heads and seethe quietly year after year! I don't think anyone should do this to themselves. Don't participate in the problem by spending a lot of time thinking and talking about the situation. It must be put aside for a considerable amount of your own time for you to maintain equilibrium. In other words take care of yourself, concentrate on your own work and ensure that your work is seen by the right people. Time is on your side!

Can we ever avoid it?

I don't think so!

Valery Hill
Director of Human Resources
Nova Scotia College of Art and Design

Enough Whining and Complaining

My response is a tough one that not many people will like to hear. Enough whining and complaining. That is for children, and that is what creates the politics.

As part of the working world we are often called upon, last minute to do work that requires overtime and hard work, with little to no praise. THAT IS PART OF OUR JOBS! In being asked to complete the assignment/ presentation, that should be praise enough in itself. Your manager called upon you, and no others to do this presentation, which means that you have earned his/her trust and respect for your work. You do NOT take this issue any farther up the corporate ladder. Your manager should take the credit because he/she knew exactly who to ask to get the job done successfully, and was able to convey the proper information to get the job done right.

Remember...Good work is noticed, but so is complaining!

To address the recognition problem, speak with your manager on how the meeting/presentation went, and if it was successful. If it was a success, than you can feel satisfied that you did a good job. If you need a pat on the back for everything, then maybe you should change fields. By the way, what if the presentation was not successful?

Most upper management and employers want to know that their department heads have good staff that they can rely on. Believe me, if you were NOT doing good work, everyone, including you, would know about it.

Next, book a separate meeting with your manager to discuss your career goals and what the company's growth policies and procedures are for promoting employees, so you know what is expected of you in order to climb that corporate ladder, and so your manager knows that these are your wishes. Ask your manager for his/her help and suggestions along the way. That way at performance and salary review time, your work will be recognized, which is the RIGHT time for work recognition.

Lynne Plante
Staffing Specialist
Total Personnel Employment Services

Lynne Plante, Staffing Specialist, Total Personnel Employment Services, has been hiring within the private sector for the past 17 years in industries such as finance, manufacturing, technology, e-commerce, marketing, and medical (to name a few). In 1999, Lynne created Total Personnel Employment Services in 1999 that now services all of Durham Region and the GTA, Ontario. When not busy recruiting and networking, Lynne enjoys her down time with her family.

Key Point to Avoiding Office Politics

One key point to avoiding office politics (that I can't stress enough) is don't feed into it! There are many people with many different personality types that you are required to work with on a daily basis. Some employees are more apt to complain about work situations, or talk about other workers. If you participate in these conversations, the person who started the complaints will always come back to you when they have something to complain about.

If you listen to their complaints, but do not agree with what they are saying, or offer additional complaints to "fuel the fire", they will soon learn that they can't gossip with you, and will find others to complain to. If everyone were to take the stance that office complaints should be dealt with in a professional forum, rather than around the coffee machine (with no suggestions for improvement for their complaints), the atmosphere would be more professional and positive.

It's temping to offer opinions when someone comes to you and says "do you know what my manager made me do, and what a jerk", but it's not professional or productive. One thing I try to think of in situations like this is, don't say anything about anyone that you wouldn't say if they were in the room.

Cathy Thomas
Manager, Human Resources
Pangaea Systems Inc.

How to Handle Office Politics

Some people thrive on office politics but for those of you who do not, here are a few tips on how to avoid it:

1. Keep it professional at all times.
2. Play the game being played, not the one you want or think should be played.
3. Don't make enemies. Don't burn bridges.
4. Don't whine and complain.
5. Don't intimidate superiors. Try to avoid going over your superior's head.
6. Don't make others look bad.
7. Don't criticize employees or bosses.
8. Couch criticism in terms of employer's interests, not personal.
9. Help others get what they want.
10. Establish affiliations of mutual advantage with important people.
11. Find common ground with others.
12. Don't discuss personal problems.
13. Selectively self-disclose.
14. Don't assume anything will stay secret.
15. Create win/win solutions.
16. Keep employer's perspective in mind.
17. Cultivate a positive, simple, accurate image.
18. Force yourself to do difficult, uncomfortable or scary things.
19. Be pleasant. Laugh and smile.
20. Be assertive and tough when required, not aggressive.
21. Don't oversell. Be natural. Develop your own style.

Managers can also do a few things to help keep politics from getting out of control:

1. Create an atmosphere that rewards performance and discourages politics. This can be a tall order, but once management makes the decision and initiates a conscious effort to build a professional organisation, the company will at least be on the right path. When managers are openly seen to discourage politicking and encourage moves that make commercial sense, it also fosters greater unity among staff and gets people focused on performance rather than boot-licking.

2. Encourage feedback from employees. Opening lines of communication helps diminish the value of the network that politically oriented middle managers rely on for their power base. In many cases, middle managers play the two sides against one another: They make out senior managers to be the bad guys, saying they themselves are on the side of the workers, while at the same time complaining to their senior managers that they simply can't get good staff. If managers know that subordinates have access to senior people, there is a more open working environment and less opportunity for misinformation to be used for political ends.

3. Don't allow political fights to persist. When individuals have opinions that make it difficult for them to work together, senior managers should enforce a solution.

4. Don't shoot the messenger. In heavily political organisations, subordinates are often afraid to tell bosses things they may not want to hear. This encourages yes-men and discourages people from raising issues that need to be addressed.

5. Flatter management structures also make politicking less useful. When there are fewer management layers, it's easier for senior managers to see who is performing well - and to sniff out those situations where politicking is interfering with the decision-making process.

Unfortunately the reality is that like it or not, office politics are here to stay. Wherever there are people vying for attention, promotion, greater compensation, there will be politics. Some people feel the trick is to play to win, and not sell your soul in the process. It can backfire on you if you choose the wrong route and, in the long run, office politics are really not based on anything tangible like work performance. Incompetent people who rise due to politicking will eventually be exposed.

Dawn McCoy, MBA
Business Analyst, Recruitment Specialist, Communications Consultant
E-Lynx Inc.

Office Politics Scenario

I am responding to the request for feedback on the manager who passed on another's work as his own. It's not clear whether the manager is the manager of the employee whose work he took credit for, or not. If he is, this complicates matters. Nonetheless, the issue is best framed in the context of core competencies and the good of the organization, with three stakeholders:

the employee

If the affected employee responds only with the view he has been done wrong it shows a lack of appreciation for the bigger picture -- the same problem the manager has.

Here's what I'd do, from the perspective of the affected employee: First, check the facts with the manager. Assuming the facts are as presented I would let the manager know why his actions did not meet appropriate conduct in the workplace, drawing on any available references to competencies, values or culture. I'd also explain the impact it had on our working relationship, again drawing references to the effect on the organization. The main theme of the discussion is that personal advancement at the expense of others diminishes effectiveness and performance for both the organization and the individual perpetrating it. Even if the manager is motivated only by self-interest, perhaps understanding that he will be negatively affected may cause improvement.

I'd also let the manager know I'd be discussing the issue with upper management. The manager may be upset about this, but good things may come of it. This serves the best interest of the organization by giving upper management an opportunity to apply remedial development with the manager. If the manager is worth keeping he will respond.

While the moral high ground is important, so is one's personal career. The employee who generated the solution deserves to be recognized. As long as the issue is presented to upper management with the same organizational perspective in mind as with the manager, the employee should avoid being seen as self-serving.

Lari Mitchell
Manager, Leadership and Human Resources
Centre for Education Information

Office Politics and the Highly Educated Professional

Office Politics has proven itself to be a very difficult subject for most employees including presidents of major organizations.Those individuals who are not willing to play by the rules of powerful individuals running these companies run the risk of getting fired and ruining their hard earned reputation.

The best advice I can give to any candidate is to realistically ask themselves are they confortable dealing with office politics. If they are not then one has the serious decision of considering self employment as the viable professional route to success.

Most of us cannot realistically see ourselves as self employed either because of financial reasons or the risks of failure. There are high risks of getting fired during these troubling economic times that demand top performance but also a high degree of conformity and exploitation amongst corporate employees. High achievers who are highly skilled are the least likely to be conforming. Most companies have not adapted to the new economy of managing highly skilled individuals who are very skilled at what they do but resent being micromanaged.

Companies are not democratic and never have been democratic. So those individuals who seek employment in these companies should carefully screen these potential employers and determine what is the real hiring criteria. Other areas of concern should be if the company really work internally and employees compensated. RESEARCH IS SO CRITICAL AND YET OFTEN OVERLOOKED. What is the employee turnover?

So it is important in every interview that each individual clearly do their research to find out how socially political the company is. Office politics is really a strong indicator of how executive corporate teams function in any given corporation. If the company is large and bureaucratic then office politics will be crucial for survival and longterm employment with this company. It is important for each individual to interview each company they choose to work for. Taking a job for the sake of taking a job will only add unnecessary risks to your career.

People who work successfully together have common goals, common interests, and similar level of education. This will minimize conflict but in the end compromise corporate profit results. It is really critical for each individual to really understand the decision making process in any company to ensure that should problems occur that there is a means to communicate and resolve issues. Know who the decision makers are in the company. Take your time to understand the unwritten rules and policies. Find out how conflicts and issues are resolved in the company.

If you do not agree with these policies and decisions or like a particular person.....be a professional or better yet become a self employed individual and the master of your own destiny. You cannot eliminate office politics but you can certainly make the rules work in your favour by understanding what they are, how they work and more importantly, who is the man or woman with the authority to give you a raise, promotion or simply fire you.

Josie Erent
Silicon Executive Search

The Universal Rule Of Employment

In an effort to gain the right meaningful position, you might find it frustrating and confidence draining to be turned down. You might have taken many courses and even completed formal programs to become proficient in the academic aspects of your profession, but are told that experience is key.

What you need is to take a different approach. Use the Universal Rule of Employment: Make suggestions during your interview that will make the employer realize that by hiring you, they can recover at least one dollar more than the cost of hiring and keeping you.

Develop a portfolio of ideas (mental or written) that you can tell the employer you will implement if hired. Make sure that the ideas are ones not readily approached by others, ideas that are leading and change driven. Once the interviewer becomes interested in what you can do for them, explain the potential value your ideas can generate or the savings they can create. Now the employer is thinking that you are a good investment.

For example, suggest the implementation of a new way of managing information or a new program to motivate people. Then use generic numbers to demonstrate how the program will make or save money. Remember to create more value than the compensation you expect to get, this creates a net positive valence (value) and everyone feels good about it.

Don't play politics, win it.

Ash Patel, CHRP
CenterPoint Training & Education
www.cptraining.com

Ash Patel is a professor of human resources and is a management consultant serving the needs of the broader market and the golf industry. As a founder of CenterPoint Training & Education (www.cptraining.com), Ash has developed and delivered a number of online virtual multimedia training programs for colleges, universities and business. Ash serves on a number of professional and charitable boards and is dedicated to the professional practice of human resource management.

Eliminating office politics

Eliminating office politics begins by creating a professional working relationship with your Boss, by cultivating a work environment built on dignity, integrity and respect. To foster this relationship, communication is key. Gain commitment to regular formal and informal meetings. Discuss projects, assignments and deadlines. As well, ensure that your Boss is aware of your development plans and goals and how achieving these can help support his/her role and the company's overall strategy. Let your Boss know your needs, whether they are achieved by stimulation through meaningful work or motivation about the type of work you do. Show appreciation for his/her support and leadership along the way, and take time out to include your Boss in celebrating successes and achievements. To further develop your professional working relationship, take time to get to know your Boss. Understanding him/her on many levels will help you to understand his style and how you can work together. Ask your boss about his/her work and how you can assist and support him/her in their role. Find out what his/her goals are and how you fit into his/her development plan. Once the foundation is built the relationship will continue to grow and politics will either disappear or diminish along the way.

Carmela Fazio-Adile
Recruiting Specialist
Cotton Ginny Limited

Use Your Intuition

In organizations you are provided with an opportunity to just go to work and go home with some anonymity. Or you can learn, teach, mentor and try to lead change. Those that choose the latter are the ones who are remembered. A key competency for functioning within organizations is the ability to use your intuition. Intuition, I feel, is built through consistent observation and involves active anticipation based on past observation. Intuition allows for empathy, understanding and political savvy.

Bob Delaney
Professor
Seneca College

Political Correctness - Correcting Politics

In my work with employees and applicants at all levels, I come across the concept of Politically Correct often. The term, which is a recent idea, suggests that we should always be extremely careful in what we do, say and how we behave. Quite often I find that my dealings with others, especially new employees, loses some message or meaning because we are all trying to be politically correct.

Move From Politically Correct To Politically Caring

I have learned over time that sometimes I need to say or do exactly what I intended and have discovered that others feel the same way. I have adapted a Politically Caring attitude. Politically caring means that we get to the heart of what we intend and leave out some of the tedious 'handling' of others. Quite often trying to be politically correct creates bad politics and negative feelings. Politically caring individuals respect rules, regulations and the law, and are sensitive to deeply personal issues, but are however, not afraid to tell it like it is. I find that trust of others is built, confidence is elevated and the job gets done faster.

So next time you have to tell it like it is and move on with business, be politically caring, not politically correct. You will find that others will appreciate it as well. As a new employee, start building this attitude and you will avoid political situations more often.

Sulekha Joshi, C.H.R.P.
Corporate Human Resources Manager
ABC Group Inc.

Sulekha Joshi is a Manager of Human Resources at ABC Group Inc., a leading manufacturer and supplier of automotive parts and has years of progressive HR experience. Sulekha has is a Certified Human Resources Professional with the HRPAO and holds a degree in psychology and a Graduate Certificate in Human Resource Management.

Email Communication and Office Politics

Email - the evil communication tool surrounding all office politics. Whether it is a message that started the problem or the back and forth messages that add fuel to the fire, email offer little solution.

I once heard a colleague refer to email as the telegraph of the twenty-first century. While the telegraph is never used in the workplace, the concept is not lost in email. I send a message to you and you send one back. Your reaction to a message/response is often based on the words with no opportunity for interpretation based on body language, inflections or tone. What makes email worse is the ability to shift blame or justify a position to a wide variety of people including bosses and teammates.

People often prefer to send an email rather than face issues head on. How often have you sent or received an email from someone that sits beside you? HR professionals like me rely on email daily for communication and the ease of transferring files and information. Unfortunately, instead of Human Resources Departments finding ways to add value through better training, recruiting and retentions strategies, we often spend too much time mediating and getting people to talk face to face to find solutions.

Take the time to get up and talk to co-workers, bosses or teammates. Make communication a two-way process by asking open-ended questions (What do you mean?, How can I help?, etc.). Don't respond to messages when you are angry or upset. Keep the integrity of others by carefully choosing who you copy on messages. Remember that there are no winners in email battles.

Owen Mason
Director Human Resources
News Marketing Canada

Owen Mason is a dynamic Human Resources professional with a passion for adding strategic value. A graduate of McMaster University and of Humber College's post-graduate Human resources program, he is a solid HR Generalist with exceptional strength in Organizational Development and Project Management. Owen has had a circuitous path into the world of HR. Over the past twelve years he has held management roles in the areas of sales, marketing, operations, client services as well as at a Director level within Human Resources for the past three years. This experience has included exposure to many of Canada's top organizations including Nestle, Pepsi, American Express and Cadbury Chocolate to name a few. Today Owen can be found sharing his enthusiasm and energy within News Marketing Canada (a News Corporation Company) as a leader helping grow a team of over 10,000 people within Canada's leading marketing solutions organization.

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