Blog 2 min of reading
There is systematic evidence about the connections between job performance and subsequent outcomes. Data shows that performance is not very relevant, considering what happens to most people in most companies.
A study with public service employees observed that people with the highest level of educational qualifications were more likely to be promoted, even if they were not very efficient.
Moreover, excellent job performance may not guarantee a promotion and can even be detrimental. Consider the case of Phil:
Phil was a talented young executive working at a large financial institution. He exceptionally managed to create complex information technology implementation projects, on schedule, or ahead of time and under budget. However, when Phil asked his boss about the possibility of moving to other positions in the bank, he heard the following response: "I won't let you go because Phil is too good at the role he's performing in this department." The boss was even willing to increase Phil's responsibility for IT implementation in his department but was reluctant to do anything that drew attention to Phil and thus risk losing him.
Thus, excellent performance can lead you to a trap because a boss doesn't want to lose the skills for which you stand out.
Excellent performance alone is not enough to guarantee a promotion, a salary increase, and may not even help you reach positions of power. So, what should you do?
Make sure you are effective in managing those who are in power.
People in power probably don't pay much attention to your role or your involvement in the project. So, your first responsibility is to ensure that those at the higher hierarchies of your company know what you are doing. The best way to do this is to talk to them, as they are the ones who might choose you for a high position.
Of course, no one will perform well in all dimensions of their job. What you can do is consistently emphasize those aspects where you are good.
You can stand out in those dimensions of efficiency in your role to favor you and work against your competitors.
One of the reasons performance matters less than people expect is the issue of having many dimensions. Moreover, the things that matter to your boss may not be the same things you think are important.
Many believe they know what their bosses care about, but it's just a risky assumption. The most effective way is to ask those in power what aspects of the job they think are most crucial and how they view what you should do. Asking for help or advice is also important for building a relationship with people in power. After asking, use the tips they gave you.
The safest way to maintain your position and build a power base is to help those with higher positions value their positive perceptions about themselves.
Be concerned about the relationship you have with your boss, at least as much as you care about your job performance. If your boss makes a mistake, notice if someone mentions it, besides you. If you highlight a mistake or problem, do it in a way that does not imply, in any way, the self-concept or competence of the individual. For example: blame others or the situation. The last thing you want is to be known as someone who makes your boss feel insecure or who has a difficult relationship with those in power.
Research shows how praise is effective as a strategy to gain influence. Praise works because we naturally start liking people who compliment us and make us feel good about ourselves and our achievements. Moreover, being pleasant helps to develop influence. Praise also works because it involves the rule of reciprocity – If you greet someone, they greet you back.
As you may have realized, today we highlight – through excerpts from Jeffrey Pfeffer’s book “Power: Why Some Have It” – the importance of building a relationship with your boss with the intention of resulting in mutual success. After all, your relationship with those in power is crucial for your own success.
Best-selling author and marketing guru Keith Ferrazzi states that contrary to what most think, they are not responsible for their own careers. As he observed, your ambition to lead and even your excellent performance are not enough to guarantee success in a typical hierarchical organization.
The people responsible for your success are those above you, with as much power to promote you as to hinder your rise in the organizational chart. So, your role is to ensure that those other influential people have a desire to make you successful.
Therefore, do a good job, but also make sure that those in power notice your good work and remember you also for the fact of making them feel good about themselves.
Source: excerpts from Jeffrey Pfeffer's book “Power: Why Some Have It”.