Читать книгу Influence and Impact - George B. Bradt - Страница 18

Influence comes when you can work and communicate with colleagues in ways that say, “We are on the same team.” Your organization has a set of cultural norms that determine how people share information, make decisions, and work with each other. These mores are rarely explicit, but they are widely shared and reflect the organization's needs, motivations, and beliefs.

In particular, people often think about their relationship with their manager differently from how the manager defines it. Your manager, and your manager's manager, have sets of implicit norms that are usually subsets of the organization's rules. For example, if your manager is insecure, they may rely on you to support them rather than supporting you. If the functional head is a “bias to action” leader, they may think everyone should operate the same way.

Many times, the company's explicit values are different from the behaviors and attitudes they reinforce in reality. Learning the organizational and team culture will increase your cultural agility, which has value in any new setting. Listening and communicating effectively is essential to increasing your influence and impact. Adapting to the culture-as-is is critical to getting the types of rewards and reinforcements you are looking for.