Published by:
Harvard Business Publishing
Length: 4 pages
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Abstract
Political competence is often equated with Machiavellianism, but Samuel Bacharach, Director of Cornell University''s Institute for Workplace Studies, defines this concept in far more positive terms. For Bacharach, it is simply part of being an effective manager. He argues that mastering political competence is a three-step process: (1) mapping your terrain to determine your stakeholders'' goals and how your goals will be received; (2) assembling a coalition - a politically mobilized collection of individuals committed to implementing your idea because doing so will generate benefits they value; and (3) getting things done through coalition members who will network with others in your organization to propagate your ideas and translate your message to inspire further action. Read on how to achieve this competence - and how to avoid the complacency that can threaten it.
About
Abstract
Political competence is often equated with Machiavellianism, but Samuel Bacharach, Director of Cornell University''s Institute for Workplace Studies, defines this concept in far more positive terms. For Bacharach, it is simply part of being an effective manager. He argues that mastering political competence is a three-step process: (1) mapping your terrain to determine your stakeholders'' goals and how your goals will be received; (2) assembling a coalition - a politically mobilized collection of individuals committed to implementing your idea because doing so will generate benefits they value; and (3) getting things done through coalition members who will network with others in your organization to propagate your ideas and translate your message to inspire further action. Read on how to achieve this competence - and how to avoid the complacency that can threaten it.