The Power Behind the Throne: The Secret to Gaining Influence
Earlier in my career, I worked as chief speechwriter for the governor of New Jersey. I remember one of the governor's senior staff members, a man I liked, succinctly described to me the secret to his good rapport with the Governor: "I know when to put my head up, and when to put my head down." I was reminded of this advice when I read the new book, Influencing Powerful People, written by executive coach and management consultant Dirk Schlimm.
Schlimm analyzes the careers of business titans, such as Ferdinand Piech, chairman of Volkswagen, Steve Jobs, CEO of Apple and Rupert Murdoch of Fox, as well as the people behind them who were skilled in the art of handling tough bosses. And Schlimm rejects trendy management ideas in favor of a realpolitik approach to wielding influence. For Schlimm, the skills that will allow you to keep up, have influence, and perhaps some day become a worthy power player of your own--are not about self-promotion, or flash-in-the-pan management theories.
Instead, dealing with the larger-than-life leader is about listening, conserving energy, quiet diplomacy, damage control and making your move when it matters. To become a powerful number two, Schlimm recommends the following:
1. Prepare for the first meeting. Powerful people are energetic, on the move and make decisions quickly. Therefore, first impressions are key. Have brief, direct answers prepared for any interview or board meeting. Know the power person's personal style--and always be dressed for it.
2. Don't try to get a "captive" audience. Schlimm says trying to have a long conversation in closed settings such as airplanes or conference rooms, is high risk because the power player can be a grueling partner. Schlimm relates the story of two savvy executives in a race to get on the corporate plane first -- so the winner would be able to sit further away from the always-on leader.
3. Beware of "opportunity of a life time" assignments. Because power players tend to be mavericks who are comfortable making bold moves, they can give their favored sons (or daughters) more than they can handle. Be prepared to talk your way out of a move that could be a spectacular flop--or at least manage expectations.
4. Save energy for the conflicts that truly matter. Working close to the center of power means you will be exposed to many disagreements and power struggles--do not get drawn in unless that conflict is essential to your organization or the executive leading it. In the book, Colin Powell relates his mistake early in his career of taking on the domineering spouse of the commanding general on his base--while the spouse did make herself a nuisance to the base community, Powell had no hope of curtailing her behavior.
5. Practice the art of confession--don't hide or postpone bad news. Rosanne Badowski, a long-time aide to Jack Welch and his wife Suzi, counsels that her rule of thumb is to admit mistakes by the end of the business day, at the latest, according to Schlimm.
6. Cultivate complementary skills. If your boss is known for this operational acumen but is less fond of motivating and encouraging people, quietly fill in that gap. That will make you indispensable. A notable example is how Tim Cook, Apple's operations whiz, works with Steve Jobs, master marketer/design guru.
7. Adapt to the power player's style. It may sound obvious, but every person has specific ways he feels comfortable receiving information. As president, Bill Clinton thrived on reading detailled policy reports, while George W. Bush preferred brief, bullet-point briefings. Being an effective number 2 requires adjusting your style to match that of your boss.
Have you ever handled a powerful boss or client? What tips would you add to this list?
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