Orgs coordinate activity. And if coordination is hard, we should expect orgs to only barely accomplish this task. That is, we should expect org decisions to be dominated by coalition politics. Orgs that face competitive pressures, like firms, would slowly get more efficient, and thus larger, as we slowly found and spread org innovations to better channel coalition politics efforts in productive directions.
If coalition politics dominates org decisions, then the obvious career strategy advice is to make good alliances. Pick allies valued by strong coalitions who are likely to stay loyal to you, and offer such allies your loyalty as well as efforts and abilities valuable to them. That is, look for pair-wise win-win gains between you and potential allies. You don’t have to like them, and they don’t have to like you.
We often hear other advice, like: seek associates you are comfortable with, or who have things in common with you, or who can give you good advice. Or that you should focus on showing your value to your org as a whole. But these seem to me to be the usual fig leaf excuses. That is, these are things one can admit doing openly without violating the standard forager norms against overt coalition politics.
What smart folks probably really mean when they suggest that you get a mentor, is that you get a powerful ally. And while allies in high places can be especially valuable to you, to make it a win-win relation you are going to have to offer them a lot of value in return. You will even have to figure out how you can help them, and help them first; they don’t have the time, and don’t trust you yet. And when you succeed in finding such a powerful ally, you will submit and they will dominate. That doesn’t sound nearly as nice to say, however.
But sometimes people do say it, out loud and everything: Continue reading "Careers Need Allies" »