By definition, a rainmaker is “a person whose influence can initiate progress” (Merriam-Webster Dictionary).  What this means for the future of work is that irrespective of what technology throws at us, we will still need to navigate workplace politics, influence with integrity and find ways to get the work done!

It’s funny how it is almost an insult to say to someone “You are very political” but not so much when we say, “You are politically savvy”. Even though it’s been around a while now, Joel DeLuca’s book, Political Savvy has some great ideas to help navigate workplace politics, and my favourites are:

Systematic Informal

• Principle: Maximise speed of getting your controversial idea understood by those who will influence the decision.
• Behaviour: Specifically plan to discuss your idea informally with those who can influence the decision.

The 51% Influence Guide

• Principle: Maximise speed of reaching point where your controversial idea will not receive a premature no. (80-20 focuses on information, while 51% focuses on influence.)
• Behaviour: Specifically plan to discuss your idea informally with those who can influence the decision.

Agenda Linking

• Principle: Start by attempting to develop a more collaborative pull through influence approach versus a more competitive push through approach.
• Behaviour: Brainstorm the win-win linkages among known agendas of others who can influence the decision.

Credibility Paths

• Principle: Maximise speed of getting your controversial idea into action.  Working through people who have earned each other’s respect generally speeds mutual decision analysis and agreement.
• Behaviour: Work to identify credibility paths among relevant people and employ these paths where possible in an influence approach.

Irrespective of what technique or tool we use to navigate politics, our ability to influence with integrity is critical to rainmaking.  I have a simple rule of thumb… “If they knew what you were doing, would they be ok with it.”  And if in doubt, ask or check.  Whilst I am a believer in action then apology if necessary, when it comes to big ticket items, we need to be aware of the organisational culture we are working in and take our cues from there.

And ultimately, it’s about pathways to getting work done. A client, colleague and friend is great at this. She was well known for her ability to “work the system” and create flow where others found friction in the organisation. She was masterful at relationship building and knowing how the system worked so that when she prepared her business case it almost always got through.  Even in lean times.  Her belief was if it is important enough to do, there will be a way to do it.

The real trick about getting stuff done in organisations is again, the quality of your network (see my previous blog in this series on the skill of Match Making).

Homework:

• Grab a copy of Joel DeLuca’s book Political Savvy
• Have a look at the chapter in the 7 Habits of Highly Effective People on Habit 2 - Beginning with the end in mind.  This covers personal and professional integrity.

Next week I will be talking about Skill 6 - Map Making.