Meritocracy is a myth. We'd like to believe that our talent and hard work is enough to get ahead, but in reality, our performance at best only qualifies us for promotion.
Understanding the complexities of the workplace is critical for success. Without this knowledge, we are vulnerable to being passed over and stuck without any hope of advancement.
So what does it take to get ahead? The answer is different for every company and most likely every department in the company. As a result, it takes your focus and intention to understand what the reality is in your organization: the good, the bad, the ugly.
These five questions will guide you to learn the political landscape so you can navigate successfully.
1. What does it take to get promoted?
Again, we'd like to believe it has to do with hard work and performance, but that's not usually the reality. There may be a set policy about promotions, but what really happens?
Look at who has been promoted recently to get a better understanding. What did they do to get the recognition? With whom do they have relationships? How did they leverage these relationships? What type of projects did they work on? How did they build visibility for themselves? Use this information to help you create your own plan for advancement.
2. How are decisions made?
Tracking the decision-making process reveals a lot about the dynamics of your department and company. Who makes the decisions and who influences the decisions? Are decisions made at the top and then passed down? Is it possible to impact decisions at any level in the organization? Who are the key players?
3. Who has the power and influence over your career advancement?
The answer to this question is not always straightforward. You may think it's your boss. That might be true to some extent, but who influences your boss? Who has his/her ear? You need to build relationships with all the key players and let them know your value contribution.
4. What are the rules and unwritten rules?
Every company has set policies and procedures which are readily available in the employee handbook. But what are the hidden rules? They often vary by department or team. Pay close attention to these more subtle standards of behavior. Observe and make note of what behaviors are acceptable and favorable. Learn what rules are sacred to key stakeholders because a misstep here could cost you a promotion or your job.
5. What is the culture of your company, and how do you fit into it?
It can be a mistake to ignore the culture when looking for a new position in a new company. We focus on the job, not the dynamics of the workplace. These cultural factors can sabotage your career advancement if they are not in alignment with your values.
Once you accept the job, it should be your first goal to understand the culture and how things get done. Is your company conservative? Is it consensus driven? Are you required to be in team meetings most of the week? Is this the type of environment in which you will thrive? I have coached many ambitious women who get easily frustrated with conservative companies that take forever to make decisions.
In many cases, your boss is the gatekeeper to a promotion, although they may not have the power to make the ultimate decision. They are certainly influencers and as such, it is critical to build a relationship of trust. Understanding what motivates them is the key to nurturing this relationship. If you know what drives them, you can help them reach their goals. It's a surefire way to get their attention and build rapport.
In summary, if you are interested in moving your career forward, you need to get real about what it takes to get ahead. A keen understanding of the workplace dynamics helps you avoid landmines and helps position you to successfully navigate the realities of your organization.
Bonnie Marcus is an executive coach, international speaker, writer, and award-winning entrepreneur. Her book, "The Politics of Promotion: How High Achieving Women Get Ahead and Stay Ahead," will be published by Wiley in March 2015 and is available for pre order.
