Do Business Well

Ever wonder why an executive who makes a million-dollar mistake can get off with a reprimand, while another who does an expert job is let go? Maybe performance is not the determining factor when cutbacks have to be made. This is what a number of executives are discovering, and it’s a bewildering lesson.

“Part of our job is to find out how a person ended up in our offices,” says Dr. Adela Oliver, president of Oliver Human Resource Consultants, Inc., a New York-based executive out-placement and organization development firm. “It’s very difficult for some people to understand that even if their performance is exemplary, they are sometimes more vulnerable than individuals who aren’t quite as good at what they do— but who understand the unspoken rules of the game.”

Even if the reason given for the termination relates to performance, the underlying cause is often a lack of political savvy. Doing a job well is certainly important, says Oliver, but it is not enough. A political lapse or blunder can make the difference when choices have to be made by top management. And if you choose to remove yourself from the political arena, you could end up in no man’s land.

Some managers fail to recognize a recurring pattern in themselves: They do their jobs well; then, when the crunch comes, they are out because they are politically naive. Oliver describes some common traps:

• “Failure to salute the general.” Regardless of what you think of your boss, you must make him or her look good. Even if the boss is on temporary assignment—many companies rotate executives—and even if you’ve been in the firm much longer, you must show respect for the position.

Your boss may appear to take no notice of slights. However, you can be sure the information is being stored. “Comes the day of judgment,” warns Oliver, “and the boss will have you eliminated.”

• Burning your bridges. No one moves up the ladder alone, but some people tend to forget those who helped them. They don’t give credit where it’s due—and worse, some ruthlessly try to crush those who supported them along the way.

When the crisis comes and there are no allies who will stand up for you, you are an easy target for a layoff.

• The office romance—always risky, however discreet you think you are. It’s seldom enough of a reason per se to get you fired unless it has affected the productivity of your department. But when your boss is asked to cut staff, you may be the first on the hit list.

• Bypassing the boss. “In the long run, it will always be lethal,” states Oliver. Suppose your boss’s boss singles you out for a particular assignment and asks you not to tell your own boss. Very flattering, of course. But beware. The special circumstances will undoubtedly come to light, and you’ll be surprised to find that your “patron” is staunchly on your boss’s side.

Observation: Outplacement candidates often need to be politically trained, says Oliver, who recommends certain eye-opening books to her clients.*

“When cutbacks occur, it’s like musical chairs,” she further explains. “When the music stops, there may not be a chair for you if you aren’t politically agile. Then you’re out of the game.”

When You’re Picking a Successor

You’re enhancing your chances of being promoted if you have a strong successor in the wings, stresses Michael G. Zey, author of The Right Move (available in some libraries). As soon as you’re comfortable in your job, start looking for candidates who can replace you.

There are three important reasons why you ought to be grooming a successor, according to Zey:

1. If you hope to move up, it’s vital to have someone to replace you. “Just because you’re doing an excellent job and you’re well liked, don’t assume you’ll be promoted,” says Zey. It may not happen or it could take a very long time. Many organizations will not promote you until they have an acceptable person to replace you. Cover your bases by not letting your company go through the process of replacing you. Replace yourself. You’re strengthening your career, and at the same time sparing your boss the time and aggravation it takes to find and train your successor.
2. It makes you look good. The glory is shared by both you and your successor. When this person receives accolades after taking over your job, it has a halo effect. “You’re viewed as more valuable and competent because you chose well and trained well,” Zey further explains.
3. You gain an ally. Since you will have had a history together, your successor can be valuable to you in his or her new job. “If there is a crisis (layoffs, budget cuts, departmental restructuring), you can depend upon this person to provide you with grapevine information you may not have,” says Zey.

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