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Since President Barack Obama’s election victory, many people have been inspired to run for public office. One reason for this new found interest in politics is that candidate Obama overcame what is arguably the most difficult aspect of campaigning ? fund-raising. Prior to Barack Obama’s campaign, it was a widely accepted conclusion in political circles that a candidate could not raise enough money to be competitive from small donors. In addition, the prevailing wisdom was that in order to raise the big money needed to win elections, the candidate needed name recognition in order to reach large donors. Post Obama, the paradigm has shifted. We now know that with the right plan and message, anyone can run and win an election.

In this article, I will provide you with a basic foundation for raising money in a political campaign. These tips will help you get your campaign started and avoid the mistakes that most first time candidates make when they begin fund-raising.

Have a plan. You must design a fund-raising plan which includes identifiable goals and incremental benchmarks. Your fund-raising goals should be aligned with the overall dollar amount needed to fund your campaign. You can find an example of a fund-raising plan at my blog, www.spatterblog.com.

Raise money from your friends and family FIRST. The money you receive from your friends and family will be your seed money. You’ll use it to cover essential campaign start up costs during the infancy stage of your campaign.

Create a call-list. If you’re running for office, you should have a mental list of people inside and outside your circle who you will be soliciting for campaign donations. Put that mental list on paper and have someone on your campaign staff add names to the list daily. A sample call list can be found at my blog, www.spatterblog.com

Always use a call sheet when calling potential donors. A call sheet is a template which allows you to input the donor’s contribution history, talking points, and hopefully, contribution commitments. When calling a potential donor, you’ll need to connect with the donor on an issue he or she cares about. The talking points section allows you to hit those points during the conversation. For example, if the donor cares deeply about animal rights, you will want to discuss your support for animal rights legislation during the call.

Follow-Up. If you recall from tip #4, the call sheet contains a space allocation for contribution commitments. If the donor makes a financial commitment over the phone, ask the donor whether he or she will be mailing a check or making an online payment. You should encourage the donor to make an online payment because it is quicker to process and you will have access to the money almost immediately. Whereas with a check, you will be forced to allow time for the check to clear your account. However, both payment options require that you make a follow-up call to the donor if you do not receive the promised contribution. I would allow two weeks for checks mailed from out of state, one week for checks mailed in state, and 3 days for online payments. You should set aside an hour each week to make reminder calls to your contributors if you chave not received the campaign contribution within the allotted time frame.

Be first. Early bird gets the worm where political fund raising is concerned. You must be the one to make the first initial contact with your donors, not your opponent. Compile your contact list before you even announce your campaign and hit the ground running.

Don’t be shy. Many candidates are too proud to ask for campaign contributions over, and over, and over. However, there is really no way around it.

Tell People what their money is being used to buy. For example, if your campaign needs 1000 yard signs, ask a donor to commit to purchasing 25 yard signs for a $250 contribution. If donors know where their money is going, they’re more likely to give.

Get the big endorsements early. Everyone loves a winner and everyone loves to help a winner. The more big endorsements you have, the more you look like the winner and the easier it is for you to raise money. So make sure you go after editorial, organization, and individual endorsements early in your campaign so as not to allow your competition to gain momentum.

Make the calls yourself. No matter how old or rich you are, it still makes you feel important to hear from the candidate directly as opposed to a member of his or her staff. So set aside time each week to make fund-raising calls in person. Don’t just pawn it off to your staff.

When most people hear the phrase “organizational politics,” they react very negatively. They see politics in the workplace as forming clicks and another way to keep those who go against the status quo labeled as an outsider. People also think that it’s a toxic dynamic that allows manipulative behaviors for people to get what they want by stepping on their co-workers’ backs. But not every instance of workplace politicking is a selfish maneuver to win.

In his book, Building Great Teams: Charting the Path of Organizational Politics (Book Surge, 2007), U.S. Marine turned business professional and university instructor Damian D. “Skipper” Pitts takes you inside one of the greatest team building organizations in the world – the United States Marine Corps – to examine and discover the strategies that business leaders must be willing to learn, use and employ for building ordinary groups into extraordinary teams; leading the right team of commandos who understand what it takes to win on the business battlefield and defeat workplace politics using warfare as the key to experience a significant win. He defines workplace and office politics as “the path to smart growth…using the power to accelerate the careers of high potential future leaders and teams power in the workplace.” He implies that office politics are not always negative, but offer opportunities for greatness. And while workplace politics aren’t necessarily avoidable, people can learn to understand their purpose, find their voice and understand how-to strengthen and build the teams dynamics and interpersonal communications skills – all while managing responsibilities with tact, poise, and polish. The game of politics, when understood how-to use it as a strategic weapon, helps to successfully chart the path of personal and professional growth as the essential task to achieve personal mastery from the results of peak performance. Organizational politics also offers the hidden treasures that allow people to stand-out from the crowd. They learn to demonstrate their ability to navigate the maze of successful team building – a task that is viewed as positive organizational behavior from the individual that is perceived as an extraordinary leader. This is the type of person that others seek to follow and emulate for the greatness they wish to develop for themselves.

Workplace Politics vs. The Battlefield Engagement

Just as in any military engagement, in order to win one must know the rules better than his/her competitor to outsmart them on the battlefield. It also is beneficial to be a part of the right team for controlling the elements of the battlefront. However, some might claim the workplace and the military are very different in many ways. Thinking from this approach causes significant missteps in organizational politics. There are significant issues that are similar in the workplace and on a military battlefield. For starters, the one constant is “people.” Any time that people are involved in a scenario, decision-making must play a role in the ability to win. Using the strategies from the United States Marine Corps, people are responsible for making critical decisions from the highest ranking officer down to the lowest ranking enlisted – and the decision could mean life or death. Well, the same goes for the workplace. People are responsible for making critical decisions that could mean that the organization acquires strategic assets (executive suite decisions) or that a customer is treated in a way that causes them to continue doing business with the organization. Both can be seen as life or death for the organization. As seen with Wachovia bank, a decision from the top level leadership was made to acquire Westgate Financial to boost their mortgage business. When the U.S. mortgage markets and industry imploded during the financial crisis, the organization was effected with incredible implications – it became the beginning of the end for one of the country’s largest banks and people lost careers and more. Similar to the likes of a military battlefield engagement and a series of wrong decisions made by leadership, loss of life was experienced.  

But what most people fail to realize is that the workplace is too a battlefield. Business is warfare and those who understand how to navigate the politics always win. Consider the game of chess. Chess can be low-key and quiet, a friendly game between friends. Or it can be explosive and highly competitive, set amid a crowd of observers, where the ultimate winner reaps world-wide accolades. Consider the skill behind the game of chess. It requires well-planned strategy and a great deal of mental acuity and patience, not to mention years of practice to reach an elite status.

These are the same skills required by a great leader, one who has the ability to guide an organization and one who understands the world of workplace politics. On the other hand, while playing a game such as chess, there can only be a single winner where there often can be a more neutral outcome in the world of workplace politics. With the proper skills of negotiation and influence, savvy leadership might be able to create a win-win situation.   

The Truth about Politics in the Workplace

Politics will always be part of an organization because people are people. The dynamic relationships of individuals who run a business enterprise play an important part in how the business operates: How the mission map, posture statements, vision, values and organizational culture is forged. And while the average Jane or Joe might feel like they are being run over by co-workers who manipulate the system, bully, gossip, backstab and brown nose to get what they want, there is more to workplace politics than those negative daily encounters. The quintessential aspect of organizational politics is the team. Building great teams’ hits at one of the most discussed topics in business media and the workplace: Organizational Behavior, transformational leadership, organizational renewal and inter-office politics. The day of the individual worker is over, as today’s business arena demands that workers possess the ability to effectively work as team units that consistently produce extraordinary outcomes from their performance. It is a scenario all top leaders and managers knows well: The organization, their people, and their systems all require efficient and effective processes to remain constant in its approach to move quickly toward new and innovative ways of reaching mission-critical objectives.

Good leaders are a thing of the past, as global economies now require more than good – they seek greatness and ordinary just does not fit the bill any longer. They now require the ordinary to be “extraordinary.” The new battlefield in the workplace requires the extraordinary leaders’ understanding of workplace politics and the accompanying landscape to be significant. They can no longer work in the old silos of the past that was developed by the silly political conflicts. No, these extraordinary leaders can no longer exhibit the behaviors that ultimately invite disaster. This is not to say that leaders of the past demonstrated the behaviors that put-up with negative politics that caused disastrous outcomes nor does it imply every good leader has found his/her way to the top of the heap by climbing over the bodies of crushed co-workers. It simply means that leadership understands workplace politics well enough to use them as “strategic weapons” to produce positive returns without the mud slinging and backsliding of unethical and immoral actions.  

Understanding how-to chart the path of organizational politics means being able to maneuver using political warfare to enhance the organization’s ability to rise to the top of its industry, without leaving one of its warriors lying wounded on the battlefield. It means having a well crafted Battleplan, understanding the players, building positive alliances and coalition of forces, using the art of war as a significant warfighting strategy that all stakeholders understand and buy-in to for winning, and finally, developing a compelling case study for the associates of the organization to understand the comprehensive approach for integrating strategic human capital and team development initiatives into the fold.

Convert Uniqueness into Ultimate Power

The best leaders are the people that understand the nature of warfare in dealing with and overcoming workplace politics. These are the men and women who have a tone on the pulse of the workplace – internal and external – and know what it takes to remain on task “ethically” to lead others into greatness. Here are five important things to know about politically savvy leaders:

°          They understand the critical importance of the team associates to be “LeaderShaped” into GREATNESS. They understand the “what” and “how” in developing a GREAT team.

°          They make decisive decisions for the benefit of the Future Picture

°          They understand the “culture” in the system that the team must influence.

°          They know what it take to strategically “execute” and win as a team.

°          They know how-to use the “Six Political Signs of Business Leadership” to achieve professional mastery to the people and organization: 1. a clear “Vision” of issues. 2. Understand the “Value” drivers within the team. 3. “Behavioral” influence of leadership to the Future Picture. 4. “Strategy” Modeling (Enterprise Decision Making). 5. Strategic “Execution” (Governance). 6. “Duplication of Protocol” (learnable-teachable methods for future engagements).

Engaging the battlefield that is influenced by workplace politics, for many, may mean asserting their power, pushing and shoving like the elementary school bully until they get what they want. But that’s really just the toxic behavior and conduct that eliminates the possibilities for leadership and the organization they influence to win. One of the best ways to lose power is to overtly use it. Instead, the best leaders know that power comes from influence – and influence is subjective to behavior, character and the value system that drives the people responsible for charting the pathway.

In this great read, Pitts also outlines how, in most cases, team leaders never hit their goals – not because they lack talent within the associate ranks, but because they are naïve to the complexities of team dynamics. He outlines the strategic-execution methods that smart leaders understand and use to determine what type of team model best suits their specific environment, what key skills to look for (and which to avoid), and how to coax top performances from everyone starting from day one.

Author Robert Dilenschneider explains in his book, Power and Influence: The Rules Have Changed: True power and influence means accepting responsibility, taking the heat and keeping your word. So even if someone supports the supposition that leadership is just another way of playing political games, it doesn’t necessarily mean this is a bad thing. When properly played, workplace politics can lead to great achievements and outcomes. Pitts believes that extraordinary teams that are great engage politics well. They are LeaderShaped and driven by extraordinary people who make a distinctive impact – they deliver significant and superior performance over a long period of time. There are some striking characteristics of great teams who achieve sustained success within their mission across its life cycle. They experience an increased level of professional mastery in developing and executing as great teams do. These teams have gone through a process; a process that is forged in a furnace of professional development, transformational thinking, and strategic-execution.  

Workplace politics, good or evil, are a very real part of the work environment. Whether people subscribe to the belief that leadership is just another way of engaging the political battlefield or not, it is important to keep in mind that as long as there are people working together as great teams do, there will be politics, but the outcomes will be far different from the results of the past. Great teams are the way to successfully engage the battlefield – greatness from the team is how to engage politics well and win it using fair tactics.