In the first two articles we discussed the foundation of building organizational savvy. These started with knowing the mechanics of your job and always executing with the highest integrity. Build awareness of the culture and success principles of your organization by observing those that are successful. Add value to and build a strong network, and ensure you receive credit for your accomplishments. In the corporate leadership development forum I lead, I used myself as an example, and a bad one at that.

In addition to being blissfully ignorant of office politics early in my career, as I mentioned in previous articles, I was also unaware of how others perceived me. No, let me rephrase that. I decided I didn’t care. I dressed professionally, but not powerfully. I said what I wanted, called a spade a spade, and figured it was their problem if they didn’t like what I said. That naiveté, in retrospect, would be humorous if it weren’t so damaging.

A colleague of mine recently confessed to being the one who told the hard truth in a hard way. Didn’t others value her for that? I’ll bet they did. She delivered the message they wouldn’t, and took the political hit for them. Do not jump to the conclusion that truths should not be told. There is an organizationally savvy way to do it that she – and the younger me – did not use.

Pick your battles, or, as the Marines’ saying goes, think: “do I want to die on that hill?” Understand clearly the point you want to make. What else do you need to know about the context of the situation? Are you the right person to deliver the message? What is the political cost to you of delivering it or not? Who needs to hear it and who does not? Who else is this important to, or needs to know or have input? Does the message need to be ‘socialized’ or discussed with others prior to presenting it in a meeting, if a meeting is the right way to go (may not be if it is very sensitive). Think about the receiver. How do they communicate? How would they best ‘hear’ or be open to your message? When is the best time to deliver it? Can you sandwich it with good news before and after it?

Actively thinking about how you want to be perceived, including communication skills, and managing to it takes effort but is important to success. Asking for feedback, addressing valid concerns and real missteps, takes bravery, but careers are not for cowards! Surround yourself with ‘truth tellers’, as Connie Lindsey, Executive Vice President at Northern Trust, recommends. These are people that state the truth and offer advice that is to your benefit. Find those that will help ferret out any negative rumors or misperceptions that may be out there about you. Remove emotions and own whatever issues are yours. Having a strong network in place will help you understand when a deception, challenge or attack may be coming, and helps you defuse it.

Key learnings:

• Embrace perception management. Understand how you are perceived, how you would like to be perceived, and actively manage your perception.


• Ensure you have someone that will tell you the truth about you, and act as an honest sounding board.


• Communicate in a way that will truly be heard

Part 1 | Part 2 | Part 3

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