As I read it, I thought back 27 years ago – the last time I was employed by someone else. I left that organization exactly because of the things you describe here – office politics, lack of sincerity, and lack of trust. I just didn’t have the stomach for that kind of environment (Literally, it was making me sick because of the conflict between my value system and what I was experiencing every day.). So one of the other HUGE impacts of office politics and a lack of sincerity is turnover. The people who not only value but REQUIRE authenticity in their relationships will not stick around to see if things change.

For someone to implement the 6 excellent steps you outlined, I believe they must possess emotional maturity, high self-esteem, and a genuine respect for other human beings. A person lacking any of those is more likely to resort to false authenticity (is that an oxymoron?). I’d just add that anyone interested in implementing the 6 steps needs to recognize the personal strengths that will be required throughout the process and realize it’s worth the effort to ensure a transparent culture. It makes a tremendous difference in how people feel about coming to work, the work itself and themselves.
.-= Meredith Bell´s last blog ..You Can Win the Battle but Lose the War =-.

Transparency when leading and in all relationships is so important. It builds and sustains the trust. I had never really considered it to play a role in office politics. You are right on the money when you say that, “Office politics rise when objectives are not shared or clearly understood.” That just makes so much sense. So not only do we need to transparent we need to be able to communicate effectively. When people aren’t on the same page and in the same book personal agendas do and will get in the way.

The tips you provided are extremely helpful in building successful relationships in the work place where everyone is working towards the same end goal.

The one thing that I think may keep people from being transparent and authentic is the fear that their thoughts, feelings or beliefs will not be accepted. In turn they may alienate themselves by not being truly authentic. An open mind among all team players is key along with the patience and grace you recommended. It’s up to the leader to foster an environment where people safe and accept their differences as well as focus on the strengths they bring to the team.

Cheers!
Kelly

I like the ‘trust’ factor. In New Zealand I’ve found most people have highly refined ‘bulls%$t antennae’ which pretty quickly picks up leaders that are ‘faking it until the make it’.

Enjoying your blog and tweets – keep it up!
.-= David Andrews´s last blog ..Blinded by the light? =-.