Praise for Political Dilemmas at Work
"Senior leaders need to learn how to navigate the waters of their corporate cultures so that a variety of stakeholders support the results they want. That's the win-win which Political Dilemmas at Work illustrates."
Teresa M. Ressel, CEO, UBS Securities LLC
"More than any other book out there, Political Dilemmas at Work tells senior leaders how to align their peoples' personal needs with the greater good of the organization."
Steve Kerr, formerly Chief Learning Officer for GE and Goldman Sachs and author of The GE Work-out
"Success is a function of values and competencies. Political awareness is a vital competency. Without it, like me, you will find yourself less successful as you become bogged down in one or more of the political dilemmas described in this book."
Gene Donnelly, Global Managing Partner, Advisory and Tax, PricewaterhouseCoopers LLP
"This book provides tremendous insight and practical solutions for executives who want to be effective global leaders in today's multicultural business environment."
Donny Huang, Managing Partner, 4stones Cross-Cultural Consulting Group, Beijing, China
"Very practical insights for how you, as an executive, can deal with some of the classic organizational issues . . . Political Dilemmas at Work is a great achievement."
Ashley Stephenson, Practice Group Leader, Egon Zehnder International
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 confidentiality' 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 him-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 function-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 growing, and your support has vanished.
Chapter 14: The Outsider.
You are outside of the main power circles and find it difficult to influence the right people to get the job done.
Chapter 15: Friendly Fire.
Your team is spending too much time and energy fighting each other, rather than fighting the competition.
Chapter 16: Road to Nowhere.
The pressure is on to head up a special project, yet you strongly suspect that it will lead you into a career dead end.
Chapter 17: The Status Trap.
Your position carries high status which should enable you to get things done, yet you seem powerless to influence those below you.
Chapter 18: The Success Trap.
You've been highly successful, but suddenly, everything seems to be going wrong.
Chapter 19: The Interim.
You've accepted a fantastic job. The problem is that you've been told-and everyone knows-it's only a temporary position. That's when things quickly start to get awkward.
Chapter 20: Spin Doctor.
The president is due to arrive, and your boss has told you not to reveal a serious flaw in the proposal. He said to use a bit of spin.
Chapter 21: A New Charter for Career Success.
Conclusion: Seizing the Opportunity.
Building on Your Success.
Index.
Overview
Praise for Political Dilemmas at Work
"Senior leaders need to learn how to navigate the waters of their corporate cultures so that a variety of stakeholders support the results they want. That's the win-win which Political Dilemmas at Work illustrates."
Teresa M. Ressel, CEO, UBS Securities LLC
"More than any other book out there, Political Dilemmas at Work tells senior ...