Corporate Affairs

Recently I have had the opportunity of coaching a number of very senior women in the business world, many of whom seem to share a similar story. They sit before me tired, exhausted, and confused.

Summoning their waning energies they put forward a brave face and we start exploring why they are feeling as dis-empowered as they are.

Why are these women considering resigning when they have worked so hard to reach senior positions of influence? Even when they are earning large amounts of money they continue to doubt themselves, and are often disillusioned by and  angry with those whom they work for. (Never mind struggling with multiple roles and responsibilities on the home front.)

It has been said that the corporate world is a world which was “Designed by men, for men, with wives.” This simple saying provides us with an insight that can make all the difference and contribute to our resilience in the workplace. It provides and analogy that if understood can position us in a manner that allows us to not only make contributions that are worthy but which will be both valued and appreciated.

Let us use the analogy of a game. Compare the world of work to a game of rugby. Rugby is a tough game, protective clothing is worn and the game is played according to a very specific set of rules. Now just imagine going onto a rugby field, wearing netball clothes and playing rugby according to netball rules. Chaos! Injuries! Red cards! Bench time! Being ousted from the team!

Well there we have it in a nutshell. How so you may ask?

Well it all begins and ends with understanding the context within which we choose to work. Understanding the context means doing homework, preparation and research about the kind of company you are in or are going to work in.

It means:
One, understand their market positioning, economic objectives, mission, vision and purpose.
Two, examine the type of people in positions of influence, in regard to their culture, traditions, gender and race.
Three, look at the networks that exist and how information flows and is communicated.
Four, determine whether there is an old boy’s network and determine how people at the top levels are recruited.
Five, work out who really has the power.
Who is prepared to use that power and to what effect? Who maintains integrity and who does not...
Six, who has access to resources and
Seven, what is the gap between the spoken culture and the informal culture. For example (we say we value direct communication but always remain politically correct!).

There is no doubt in my mind that the informal culture is the one which rules. It always flows from the top down and is inevitably linked to money, power, position, budgets and targets.

When you driving a car, you follow directions and obey the rules. If we did not all do so there would be consequence and collisions. So it is with the informal corporate culture. You must learn to read the signs. If you disobey them be warned!

You need to use your skills of listening, observation, logic and deduction to determine what is allowed, rewarded, appreciated, and what is frowned upon and forbidden.
 
Only now are you in a position to determine what you have to contribute to your company in terms of your own unique skills competencies and passions in a pragmatic and acceptable manner. You now align your repertoire, objectives and deliverables and targets accordingly.

All too often we are filled with passionate goals and objectives of our own making without understanding the context within which we find ourselves. This is not so say that our passions ideals and goals are not wonderful, and appropriate and deserving. The point is that if the context a la the informal culture of the context is not ready, is disapproving of these then you have unwittingly set yourself up for failure, stress distress, spinning your wheels, burnout and finally ill health and a heart  attack.

What does this mean relative to making a difference and improving the informal culture in a company you may well ask?

You can influence your own team and your colleagues positively. You can strive for more and for better for yourself and the people around you. 

But when it comes to being resilient, it is simply a matter of critical mass. In order to remain healthy, happy, resilient and a survivor in the world of work, best you look the real picture in the face, read the small print and then determine your unique contributions accordingly.

Longer term there is hope though. The saying goes: “You can drive the pink mini when you get to the top!”

Holding onto your what you value, what you believe in, and not selling your self out on the journey to the top is where the challenge lies.

 Bon voyage!

Dr Renate Volpe is the CEO of HIRS, a consultancy specializing in the development of women leaders.

Join the HIRS community and get a big discount on our workshops and leadership programs. Renate@hirs.co.za. or call Maggi at 011 4555 0769.