Recently I’ve been asked “How do I cope with office politics” from a number of executives who are finding that arguments over strategy are becoming more common during the financial difficulties. They have been asking me for some tactics for managing conflict.

In this video I talk about some of the reasons that conflict occurs between colleagues and sobordinates and look at some of the tactics that cen be used to manage it. It’s a small, but essential, part of my executive mentoring programme and also a topic visited in my new conference keynote “You’re Here…But How To Get There?”

Surviving Office Politics + Conflict

Maria called her team to a meeting and informed them that the CEO and FD have asked her to find a quick result that would provide a financial saving.

Her team went away and after some discussion between them have suggested that substantial savings could be made by withdrawing free canteen lunches from part-time staff. It was estimated that savings could amount to over £12,000 pa. This was considered an excellent idea and free meals for part time staff were withdrawn.

That night, last Thursday, the CEO returned home to find that his wife, who works part-time in the accounts department, and children were eating but that there was no meal for him. On enquiring why he was told by his wife, “you’re not feeding me at lunch so I’m not feeding you at night”.

Maria has been asked to replace the free meal allowance for all part-time staff. Naturally, she is a bit agrieved at this loss of face and is blaming her team for the suggestion.

Maria, together with the Sales Director, has visited the sales team in Exeter to close the local office. The rationale is that the office is not profitable and this is true and from a strategic point of view a good strategy for the company.

She did spend some time with each member of the team in Exeter to explain their options and to offer outsourcing advice. She also provided a list of vacant positions in the company but as these were all based in Manchester (the other side of the country) it was not viewed as being entirely helpful, which in fairness was not entirely her fault!

It has been noticed by other people within the company that she is intent on pleasing the new Sales Director at the expense of other alliances such as the CEO and COO. Indeed the Sales Director is adept at playing office politics and is understood to see himself as having far more “business ability” than his other executive Directors. He has actually been heard to say that it is only a matter of time before the CEO will “have to go!”.

I wonder if Maria is pinning her colours to the Sales Director’s mast too early?