Synopsis
Humorous prescriptions and proscriptions for surviving office politics.
| Details | | Publication Date: | 1998-04-01 |
| Size | | Length: | 196 pages | | Height: | 10.0 in | | Width: | 6.5 in | | Thickness: | 1.2 in | | Weight: | 16.0 oz |
Publisher's Note
Do you believe that bonuses, raises, and perks are influenced solely by performance? Do you think that you can do your job well without anyone else's cooperation? Do you assume that you can safely ignore whatever your co-workers say about you? Of course you don't. Because you've figured out by now that although it doesn't seem fair, being good at your job isn't enough. No matter what you do, which product you make or how many services you render, work requires getting along with other people. This constant interaction with others means that, like it or not, you're playing office politics. But there's nothing wrong with that. In fact, according to communications expert Ronna Lichtenberg, not only is it okay to play politics, it's essential. Explaining the rules and providing examples, she shows how everyone can play office politics well, as long as they behave openly and honestly. Illustrating her guide with real-life anecdotes. Ronna reveals everything there is to know about maneuvering the unspoken rules of the workplace, including: what to do when you want to go over your boss's head; how close to the vest to hold your cards when you're the new kid on the block; why it's not a good idea to align yourself too closely with a single mentor; how to defend yourself against malicious gossip; and what to do when you absolutely, positively, can't stand the person in the office next to you.
Industry Reviews
Lichtenberg, a former senior v-p at Prudential Securities, together with Stone (Little Girl Fly Away) offers a witty and cynical guide to office politics. According to them, ability, hard work and reliability are often not enough to succeed in the workplace unless these attributes are accompanied by a knowledge of the dynamics of human relations. The authors suggest first trying to work cooperatively by seeking common solutions to problems. But when stymied by roadblocks, such as a bullying boss, a vindictive co-worker or office gossip, they advise calling on the "evil twin" that supposedly lurks within everyone's consciousness as a self-protective mechanism. But, as they point out, revenge can backfire. And there are limitations on whistle-blowing, if that option is taken, since whistle-blowers are often simply transferred to another department. Sometimes, as the authors note, the most effective thing to do is to lie low. Author tour. (Apr.)
Lopate
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