The question that some might ask is how do you handle these situations. This is a question I do not have all the answers to but I have come up with a couple solutions that might work:
- Communicate to each person as if they were your boss, they might be
- Build a network of people you can trust that are not affiliated with your organization share ideas and concerns
- Identify who is on who's team
- Know what is going on with the grapevine but do not get distracted by it
- Control what you can control, no sense in worrying about things you have no control over
Unfortunately any one who is in a large corporation this will become part of their task as a leader. Knowing your surroundings makes you aware of what might be happening in the future and who can impact your career today.
1 comment:
Hi Brad,
Just aimlessly surfing blogs and stumbled across yours. Turns out that I'm a an Engineer in a Japanese company located in the Southern US. I've been struggling with the potential of promotion to supervisor lately and find this post most interesting. I can't say that I've ever quantified such points, per say, but find them very interesting. As a personal rule of thumb I always focus on what I can control and not worrying about other things, but I really find your insight refreshing. I like the idea of communicating to each person as if they were your boss. I'm in a particular situation where I dictate a manufacturing process to a Production department but end up struggling with implementation and management after the fact due to other departments/groups agenda. Fortunately for me, I am the point person and direct most every department in theory but in reality I have to negotiate and broker my image with these groups. Anyway, thanks for the insight I will try some of your suggestions.
Thanks!!
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