Political Dilemmas at Work (PDF)

Foreword (Marshall Goldsmith). Preface. Chapter 1: Political Rival. You've always played it straight and got good results. Now you're up against a strong and cunning political rival who seems determined to derail your success. Chapter 2: Power Vacuum. Your boss has moved on, and a successor has yet to be appointed. Suddenly, nobody is quite sure what to do. Chapter 3: Victoria's Secrets. You've got the inside track on a big issue, and you are bound by confidentialitya?? but everyone keeps asking anyway. Chapter 4: Troublemaker. You have a troublemaker in your team who is extremely well connected. You'd like to fire hima??but you can't! Chapter 5: Consultant's Rule. You're going to be judged on the success of a project, but consultants with a direct line to the CEO are doing most of the work and getting it wrong. Chapter 6: Tough Act to Follow. Thrilled at your new appointment, you are dismayed to discover that everybody keeps telling you how great your predecessor was, and they seem unable to accept you. Chapter 7: Home Alone. Your main political ally has suddenly left the organization, and only now do you realize that you have very few friends in high places. Chapter 8: Turf Wars. Two powerful people are fighting to win control of your functiona??and you are caught in the middle. Chapter 9: Mr. Nice Guy. Many powerful people keep demanding things of you, and you fear the consequences of saying no. Chapter 10: The Apprentice. The new guy has arrived and is strongly favored by the CEO. He is creating lots of disruption for your team. Chapter 11: The Emperor Wears Prada. You have a compelling vision and a practical plan that nobody is opposing or resisting. Is this too good to be true? Chapter 12: Culture Shock. In your new organization, you are unable to make things happen, and are failing to get the results you expect. Chapter 13: Firestarter. You were hired to push through change, even if that meant starting a few fires and upsetting people. However, resistance is

Gary Ranker, PhD, has coached senior executives in corporatepolitics for almost twenty years. Forbes named him one ofthe top five executive coaches in the country. He is a frequentspeaker at corporate conferences.

Colin Gautrey has coached and mentored executives inglobal organizations for more than fifteen years and is cofounderof Politics at Work, a specialized consultancythat helps to build influencing skills in the workplace.

Mike Phipps is cofounder of Politics atWork and has been coaching and trainingexecutives since 1990. Phipps and Gautrey are also the authors of21 Dirty Tricks at Work.

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