Office Politics: Managing the Inner Business Circles
“Politics is, like or not, the way things get done in organizations. And it’s high time we started telling people how it works.”
— Dr. Kathleen Kelley Reardon, USC management professor, leading corporate consultant, author and blogger
CCI is privileged to collaborate with Dr. Reardon, author of The Secret Handshake – Mastering the Politics of the Business Inner Circle, described by Amazon as “the ultimate intelligence report” on navigating office politics. The Secret Handshake enables people across the vast landscape of varying corporate cultures to master this compulsory interpersonal skill, fundamental to reaching the next level.
Dr. Reardon has made it her business to deeply understand and analyze office politics. Based on hundreds of candid interviews Dr. Reardon conducted with executives at Fortune 500 companies, and originally published in 2000, The Secret Handshake is as relevant today as it was over a decade ago. Far more than a series of anecdotes, her book explains how to advance in the ever- present political environment through personal self-discovery.
Participants learn to:
- Recognize their predisposed advantages
- Showcase and stretch their strengths
- Identify the best techniques to have their ideas listened to and accepted
- Understand the do’s and don’ts that lead to promotion
Putting Office Politics into plain English
This Course takes the mystery out of office politics and explains how political savvy results in membership in the elite inner circle. The focus is to bring aspiring leaders the political savvy mandatory to understanding how to reach the next level.
Profiling successful political players
“As you move closer to the top, people skills dominate over technical skills.”
— Steven Sample, President of USC, quoted in The Secret Handshake
2-Key evaluations for taking inventory and evaluating:
- Leadership Style
- Negotiating Style
A unique feature of this Course is the Leadership Style Inventory.* Participants assess – and score – their personal inventories to discover how they’re predisposed to lead and how these predispositions function within their organizations.
*Developed at the Marshall School of Business (USC) by Dr. Reardon, Alan Rowe and Warren Bennis
According to Dr. Reardon, instincts often overtake reason during negotiations. Knowing when to bow out and recognize that another person could be a more effective negotiator in a given situation is only one aspect of understanding when differing styles don’t connect. Using a specific assessment tool,* participants learn to identify their personal inclinations and negotiation style.
*Developed by Dr. Reardon and Alan Rowe