On this episode, we talk about the four types of skills you need to demonstrate in your career to climb through the ranks: (Technical Skills, Management Skills, Leadership Skills, & Political Skills)

We also highlight 6 crucial areas to improve your political skills

Social Astuteness - You need to get your cues right. Socially astute managers are well-versed in social interaction. In social settings they accurately assess their own behavior as well as that of others. Their strong powers of discernment and high self-awareness contribute to their political effectiveness.
Interpersonal Influence - Managers who are effective influencers have good rapport with others and build strong interpersonal relationships. They also tend to have a better understanding of broader situations and better judgment about when to assert themselves.
Networking Ability - Skilled networkers build friendships and working relationships by garnering support, negotiating, and managing conflict. They know when to call on others and are seen as willing to reciprocate.
Apparent Sincerity - Be sincere. Politically skilled individuals display high levels of integrity, authenticity, sincerity, and genuineness. They really are--and also are viewed as--honest, open, and forthright, inspiring trust and confidence.
Think before you speak - Politically skilled managers are careful about expressing feelings. They think about the timing and presentation of what they have to say.
Manage up and down - Leaders need to skillfully manage up by communicating with their bosses and keeping higher-ups informed. But this can become a double-edged sword; research shows that the people who are most skilled at managing up tend not to invest enough energy in building and leading their teams. True political skill involves relationships with teammates and direct reports as well as higher-ups.

References:

https://www.ckju.net/en/blog/6-behaviors-characterize-politically-skilled-individuals-organizations-how-learn-them/32148
https://en.wikipedia.org/wiki/Terry_Tate:_Office_Linebacker
https://hbr.org/2017/04/the-4-types-of-organizational-politics
https://www.forbes.com/2010/05/25/office-politics-psychology-leadership-managing-ccl.html
Ferris, G. R., Davidson, S. L., & Perrewe, P. L. (2005). Political skill at work: impact on work effectiveness. Mountain View, Calif. : Davies-Black Pub
Ferris, G. R., Treadway, D. C., Kolodinsky, R. W., Hochwarter, W. A., Kacmar, C. J., Douglas, C., & Frink, D. D. (2005). Development and Validation of the Political Skill Inventory. Journal of Management, 31(1), 126-152. doi: 10.1177/0149206304271386
Ferris, G. R., Berkson, H. M., Kaplan, D. M., Gilmore, D. C., Buckley, M. R., Hochwarter, W. A., et al. 1999. Development and initial validation of the political skill inventory. Paper presented at the 59th annual national meeting of the Academy of Management, Chicago.

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