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“One of the penalties for refusing to participate in politics is that you end up being governed by your inferiors.”
Plato
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“A person who can think differently and truly on his feet will always find it difficult to sit and fit as an employee in a workplace, for his attitude & approach towards the work will often hit the ego of most co-workers.”
Anuj Somany
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“If u want to work in Corporate, then u should know how to play Chess.”
honeya
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Ok. I was asked recently about a past job I had where I had struggled to be
successful. After hemming and hawing a little <I have never really been sure what hemming or hawing was> I answered “the position required a dedicated navigator with navigator skills and I am a sledgehammer with some navigator vision.”
<note: I didn’t understand that until actually into the role & assumed responsibility>
Yeah.
I am a sledge hammer. Always have been and I assume I always will be.
I respect navigators, but they are too slow for my tastes, far too often worried about political correctness and always too skewed toward what is important politically versus ‘what is the right thing to do.’
Ok.
Let me explain navigators and sledge hammers.
In business, there are just some people who see office politics <which all organizations have whether you like it or not> and they have the skills and vision to navigate them to get shit done <they also tend to benefit personally with this skill>.
In business, there are just some people who want to get the right shit done and believe if it is right then … well … it is better to just say ‘damn the torpedoes and full speed ahead’ rather than screw around with navigating people’s feelings and politics.
Now.
That doesn’t mean that sometimes a navigator isn’t more effective and that a navigator, which is tightly associated with someone who can play office politics, is always a corporate whore.
That also doesn’t mean that there aren’t navigators with good moral compasses because there are a shitload of ‘navigator managers’ who are skilled organizational politicians who do not showcase questionable behavior or even distasteful ‘sucking-up’ behavior.
I would be remiss if I didn’t point out that pretty much any leader worth a shit takes a realistic approach to managing around workplace politics. This does not mean they are ‘political’, per se, or want to play the political game it’s just they understand that you have to navigate competing interests, whatever resources may be available, the nuances of what is viewed as authority <and who has the authority which is most typically “enough to hang yourself’>, the bendable organizational rules and whatever information is available.
And, to be clear, the best of the navigators have a sledge hammer in their tool box <and use it on occasion>.
And, to be clear, the best of the sledge hammers have either some navigational skills or, at minimum, navigational vision <i.e., they can ‘see’ the politics and organizational rubble affecting your path>.
Me?
I am a sledgehammer. I like to get shit done.
Always have and always will.
Okay. I like getting smart shit done. And I really like getting smart ‘right’ shit done.
The nuance between that stuff is clear because if all I did was get shit done, smart & right being set aside, politics and navigating would become almost irrelevant. Because then you are simply a doer <not a thinker or a thinker/doer>. But even as a sledge hammer you recognize that whether you hate it, admire it, practice it or avoid it, office politics is a fact of life in any organization. And, like it or not, it’s something that you need to understand to insure not only your professional success, but the success of the good shit you want to do.
Yeah. Sure.
“Politics” certainly has a negative connotation. It most often refers to strategies people use to seek advantage at the expense of others or the greater good. In this context, it often adversely affects the working environment and relationships within it.
<and sledge hammers abhor this type of politics bullshit>
I hesitate to suggest there could ever be something called “good office politics”, but some organizational expert asshats believe that is the kind of crap you do which helps you fairly promote yourself and your ideas <they call it networking and stakeholder management – I call it the ‘necessary bullshit you just have to suck up and do in order to get good shit done’>.
As a sledge hammer I realized that there were some things that a navigator
was good at and I should learn if I wanted to be a more effective sledgehammer.
About the only thing I truly value in a navigator is “social astuteness.” This is the ability to read and anticipate situations – allows you to prepare, adapt and tailor your behavior based on the people and conditions around you.
In my words this is being aware of the people and what they believe in combination with understanding the context and the situation and, ultimately, bending all existing resources to the situation at hand.
Let’s just call this “360degree context” <at least that is how a sledgehammer views it>.
Now.
Being aware is different than acting upon it. Being aware meant that it prepared me, and my groups, to manage the carnage or consequences of slamming your way straight thru a maze.
As a sledge hammer it pays to understand the real map, or maze, of the organization. I believe we all know that internal politics, more often than not, has little to do with the real organizational chart they give you when you sign on. Informal networks are usually the engine, the real power, that makes any organization work.
Someone outlined this important crap to be aware of really well:
Who are the real influencers?
Who has authority but doesn’t exercise it?
Who is respected?
Who champions or mentors others?
Who is “the brains behind the organization”?
As a sledge hammer I realized there were absolutely some things that were in my control as I bashed my way through the middle of the maze getting to where I believed an idea, or the business at large, should go.
But, as a sledge hammer, I also recognized I needed to manage my own behavior <this lesson took some time … and learned thru some painful trial & error>. Through watching others and some painful trial & error you learn what works in your organization’s culture.
But you learn really fast … as in REALLY fast … that as a sledge hammer you invest exactly 0% of your time and 0 energy on:
- Gossip & spreading rumors: you learn to shut up and even when you hear something you wait and assess the credibility
- Interpersonal conflicts – you avoid “like/dislike people” discussions and certainly do not get sucked into arguments
- Integrity above all: this is a sledge hammer mantra … be professional, do not cut corners, do things right and always remember the organization’s interests
- No complaining: a sledgehammer accepts it will not be easy and you don’t whine about the tough path you have chosen <because it is the path you have chosen>
- Confidence: a sledgehammer is assertive not arrogant, proactive maybe edging on aggressive without ever sneaking into aggressiveness
- Never personal: a sledge hammer has only one thing in focus … the good of the organization and business outcomes <it is NEVER personal>
- Transparency: assume everything is gonna be seen anyway so you may as well share it all
Look.
Here is what I know.
When you are a sledgehammer and everything goes right it is not only the best in the world for you but organizationally everyone kind of goes “whoa, that was something.”
<which is kind of cool and makes it all worthwhile>
I will admit.
Being a sledgehammer is a lonelier way to conduct business than being a navigator. It isn’t that you are not liked nor does it mean you aren’t viewed as a team member at the table, but navigators, I tend to believe, are just more social human beings & employees.
But sledge hammers have one thing in common — we are all homesick for an organization where we can not think about anything but getting good smart shit done.
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“I am homesick for a place I am not sure even exists.
One where my heart is full. My body loved. And my soul understood.”
(via lipstick-bullet)
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What this does mean is that you receive compliments, as well as criticisms, based on competitions you didn’t agree to.

same time. Now, this may feel like a crisis, but I’d suggest its more that it’s a number of issues, many of which feel unsolvable or unstoppable, all occurring at once. This leads me to intentionality. In order to meet the moment, we need to shed the thinking that (a) we need to deal with one at a time, (b) they are unsolvable, (c) I can do nothing that will have any real impact, and, well, implement some intentionality at an individual level, a community (collective) level and societal level. Yeah. I’m suggesting intentionality can bend the arc of existential issues away from stagnancy (or regressive behavior) and actually toward progress.
And while we talk about how the internet and social media creates an existential issue, let’s take a moment and reflect upon how television has affected intentional mindsets. I would argue that if television reflects our values, principled behavior and what we stand for, the whole system is rotten. And if that system is rotten, we need to think about how we are bound to a system. That is most likely the greatest existential issue, yet, we never seem to discuss it nor discuss it existential nor discuss the intentionality one must take to ‘unbound’ a system and from a system. Systems are bound by mindsets. Oh. We may talk about fairmindedness or equality (or equitable), or meritocracy or any other cage we have built that is a system within which we do and think, but existential systems are sneaky bastards. They establish a foundational mindset which colors everything else in hues that are always a derivative of that mindset. Suffice it to say, I believe we are in the midst of an existential unraveling with regard to societal expectations and aspirations.
community and society. It demands a coherence of resilient intentions because diffusion in environment – all these existential issues – quadruples the challenge for any intentionality. One must assume the mantle of responsibility and responsibility requires intentionality. Inevitably this intentionality is the weapon against disorientation. Intentionality gives is a ‘sense of agency’ in which we no longer simply get buffeted by asynchronous waves of skepticism and obstacles to progress but rather we become ships on a sea of progress. We become responsible and accountable and gain at least some semblance of control. But that is just your part. Communities must work together, the collective needs to accept both individual and society as part of the grander narrative and society needs some common sensemaking. I would argue the trick is to mix and match strategies in response to the nature of the opportunity and the behavior, actual and desired, of the population. We need to stop attacking genuine good intentions and intentionality with false cries of “Hypocrisy!!” toward all moments where someone’s intentions fall short of some dubious judgement of someone else’s behavior.
Look.
opportunities and almost every moment, while important, is simply replaced by more other significant moments. And I still stand by that. Yet. There is still such a thing as a compounding error. Well. I think there is but if you google compounding error you don’t get diddleysquat except in reference to pharmacies. If you dig a little deeper, the google machine will suggest compounding errors is “error propagation” and associated with the propagation of uncertainty.
5+ years later, due to an error I made on my easy form income tax return, I was paying the government $12,500 (that’s the penalty for making an honest error). On the face of it this is a $9,000+ (taxes came out of that 3500 as they were reported as income). Painful, but, seemingly of little structural financial personal impact.
think about Life as consisting of multiple strands – maybe like Life, career path, relationships, living responsibilities (what underpins, materially, your Life), financial, etc.
comes back and smacks you with the consequences & repercussions.

Early in your career you are demanded (pressured) to show you can get things done. Results is the key to unlocking pay, respect, promotion and even some independence (getting your boss of your back). I would be remiss if I didn’t point out that early in your career getting things is mostly tied to some specialist role (although if you pay attention you learn that getting things done well incorporates a lot of generalist, and relational, aspects).
rewarding. In fact, being a spirited specialist can be incredibly rewarding. I would argue to be a spirited specialist one would be a craftsperson with their skill. I believe it is Jackson & Jackson, “How to Speak Human”, who pointed out the shift from craftsmanship to professionalism (where we went from being a profession, and having a profession, to creating an industry of professionalism. This distinction is most likely the difference between spirited specialist and spiritless specialist. I am a self-proclaimed generalist, loving knowing some about many things, and yet I can be quite envious of the specialist who sees their specific skill as a craft and wield it as a craft. Ponder.
If you decide impact is more important than results, you are in for a rocky road. If you don’t believe me, just watch Alain de Botton’s Tedtalk
behavior. But we need to get a grip on how we view results. We need to understand that results are often a means to an end – the end being impact. Maybe we should ponder Viktor Frankl from Mans Search for Meaning:
We find fault and find any number of ways to find proof that bad things happen, people do bad things and people seem to only rise to the occasion in bad times and bad moments. In fact, it almost seems like we go looking for the imperfections and the bad every time we have an opportunity.
Males make up 79% of all suicides, while women are more prone to having suicidal thoughts. Because of one moment, one person, one deed, there was not 47,174.
In each case someone somewhere chose to do something which made a difference. Someone somewhere decided to accept the responsibility to do a deed.
conscious effort. We do it, well ,maybe because of something like this:





I pluck a paragraph, passage, phrase and place it within something I am writing – and source it or credit it. That all seems safe and honest. And then there is the creep of what I call





Uh oh. What happens then? Who is right or wrong?





