Development Suggestions

1. Get an assessment. Try to do the most honest self-assessment you can on why you aren’t skilled at getting things done smoothly and effectively in the organization. Ask at least one person from each group you work with for feedback.

2. Shake things up. What you are doing now apparently isn’t working. Do something different. Try things you generally don’t do. Look to what others do who are more effective than you. Keep a log on what worked and what didn’t.

3. Personal style can get in the way. People differ in the impression they leave. Those who leave positive impressions get more things done through the organization than those who leave a negative impression. Positive impressions include listening.

4. Think equity. Relationships that work are built on equity and considering the impact on others. Don’t just ask for things; find some common ground where you can provide help, not just ask for it. What does the unit you’re contacting need in the way of problem solving or information? Do you really know how they see the issue? Is it even important to them? How does what you’re working on affect them? If it affects them negatively and they are balky, can you trade something, appeal to the common good, figure out some way to minimize the work or other impact (volunteering staff help, for example)?

5. Sometimes the problem is in assessing people. Who really wants to help? Who is going to get in the way? What do they really want? What price will they ask for helping?

6. Sometimes the problem is underestimating the complexity of organizations. Some people always want to think things are simpler than they are. While it’s possible some organizations are simple, most are not.

7. Sometimes disorganization does you in. Understanding how organizations function takes some discipline. You have to look beyond what you see to what’s really in the background.

8. Lost in the maze? Some people know the steps necessary to get things done but are too impatient to follow the process. Maneuvering through the maze includes stopping once in awhile to let things run their course. It may mean waiting until a major gatekeeper has the time to pay attention to your needs. One additional problem might be in diagnosing the paths, turns, dead ends and zags.

9. Get rattled when what you try doesn’t work or gets rejected? If you tend to lose your cool and get frustrated, practice responses before the fact. What’s the worst that could happen and what will you do? You can pause, count to 10, or ask why it can’t be done. You can take in information and develop counter moves. So don’t react, learn.

10. Who are the movers and shakers in the organization? How do they get things done? Who do they rely on for expediting things through the maze? How do you compare to them? Who are the major gatekeepers who control the flow of resources, information and decisions? Who are the guides and the helpers? Get to know them better. Who are the major resisters and stoppers? Try to avoid or go around them.

WSU Training 

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