Power Dynamics – Episode Two

Last week on the blog, we discussed how to use more focused communication to equalize power imbalances in the workplace. Specifically, we illustrated how taking a little more time in the beginning can lead to better performance and outcomes in the end. If you missed it you can find it here.

This week we will dive into how to be a better communicator with your management even if it means learning how to manage up.

Developing the Art of Productive Rapport

When you are in the position of the one being assigned tasks in your organization, there are often multiple variables at play. The questions below help illustrate those overt and covert power dynamics:

Do you feel like you can say yes or no to the assignment without repercussions?
Is there a mechanism for getting more information in order to complete the task?
Do you tend to say yes, even when at capacity, in order to seem like a team player or to meet your ambitions?
Is there support available for ensuring that you can complete the assignment to your best ability?
Do you feel that you can communicate honestly with the task owner wherever they are in the overall hierarchy of your organization?

The fact is that some of you thrive in an environment in spite of, or maybe even because of, the parameters of that environment– Meaning that you are completing assignments, getting stuff done, and making connections to make it all work without support from the management structure above you. In these environments it might be necessary to develop, or amplify, a skill for managing up. And in some cases, you may have to do so with a bit of nuance and elegance.

This means that before you agree to a task you need to know some things that may delay your acceptance. The first task is to be honest about whether or not you have the capacity to complete the assignment in the time allotted, and to think realistically about what would be required to make it work. Perhaps it will necessitate pushing back another task. Or it could require getting assistance from another team member. You might even realize it’s impossible for you to take it on. If you work in an environment where assignments are often part of your work, then the better organized you are about your workload and time requirements, the quicker you can make those assessments.

Next, make sure your understanding of the assignment or task matches that of the person who assigned you to the task. While an email is the common method for these inquiries, a quick verbal conversation with an email confirmation of that verbal exchange is the most efficient option. Whether it is a quick doorway chat or a brief meeting to get on the same page, it makes confusion less likely and puts a human face on the work being done. What you need here is clarity on both the brief and the procedures for obtaining support and further information as needed to complete the work. This often means learning the communication style of the person(s) you are working with and being able to communicate your own preferences.

Finally, be sure of the deadline, method or delivery, and constraints. For example, does a physical signed copy of a document need to appear offsite? This is not a common occurrence and could throw you for a loop at the end if you’re unaware of the requirement at the beginning. In other words, confirm the victory conditions first and set yourself up to finish strongly.

These are a few broad strokes to help navigate power dynamics in task assignments. What else do you find useful? Let me know by sending an email or commenting on this post.