What is Political Savvy?

Political Savvy is to accept the existence and working of politics operating within the organisation. Skillful savvy managers operate with integrity. They possess an understanding of how to engage and embrace the political realities of the organisation. The Political Savvy Assessment examines your responses to questions of social impact, politics and power, networks and connections, perception management, visibility and credibility.

How to Build Political Savvy Skills?

Building savvy skills takes time and requires thoughtful effort.

• Identify specific activities to build strengths and develop a targeted action plan with concrete deadlines.
• Share your development plan with others; your boss, team, mentor or executive coach.
• Take the first step and practice, practice, practice!

We suggest you review the strategies below and aim to incorporate these into your work, behavior, or environment. They are not listed in order of importance, your Political Savvy Assessment scores will define your personal areas for improvement. You should also read the next section for 10 Savvy Tips to build your Savvy skills. As part of your personal development plan, we recommend you set a date when you will retake the test to assess progress. Good luck!

Area 1: Influence

• Within your organisation, who has influence? How do they effectively use it? Consider effective influencers and their style. What can be gained from the example of others?
• Examine power networks in your organisation. Watch how people enter into them, their norms and values.
• One key point on influence: reciprocity. Know what you can give back in return, and know your value when influencing a situation. Reciprocity is the first rule of influencing, the give-and-take in any relationship to achieve mutually favorable outcomes.

Area 2: Networks

• How are coalitions built? What is their purpose, what results are achieved? Use that knowledge to join effective networks. How do your strengths truly add and engage a network towards a clear purpose?
• Whom in your network can you turn to for advice? What advice will you most likely look for, and who is most willing to help? Connect equally, connect with intention, and connect with resisters.
• Examine your network for quality, not quantity.

Area 3: Perception Management

• Who can you have an honest conversation with about how you are perceived? Find a trusted ally, peer, boss or mentor. Ask how you are viewed within the company and the image you project. Understand what colleagues perceive as your greatest strengths and where you need improvement.
• What is your exact reputation? What would you like or need to change? What avenues do you have to shift perceptions? Would that shift occur through informal conversations or through more formal projects and group functions?
• During either a review or informal chat, ask what is the one thing you can do this week, month or quarter to make an impact or change perceptions?

Area 4: Visibility

• How can you engage others and build relationships within the organisation? Who are you connected to who can help you gain visibility? What have you achieved? What are you known for? Increasing visibility is best done through credible self-promotion.
• Are you thoroughly promoting your contributions, value and results? Review with others what you and your team add to the organisation. Share your knowledge often and with a strong voice. Highlight your contribution to the bottom line, which makes self-promotion more palatable.
• How does the organisational culture value self and team promotion? What are the best ways to express your contributions? Write a blog to share useful information, volunteer for a cross-functional project, conduct focus groups, or something more informal. Understand what others do within the organisation that works–and mimic them.

Area 5: Political Savvy

• Do you view politics negatively or positively? How can you reframe your thinking to embrace workplace politics?
• Who can help you understand the positive role of politics within your organisation? What are the informal or behind-the-scenes actions that can achieve goals?
• What are the organisational traditions for meetings to achieve objectives, and under what settings? How do you prepare for such meetings and events? Do you plan your talking points in advance, leaving time to assess others and observing their way of exerting influence? Awareness of other agendas helps shape yours, along with individual and collaborative efforts.