Work is 60% Politics and 40% Productivity. I said what I said.

Early in your career, you are often judged and rewarded based on how well, and whether or not, you do your job. It's largely transactional. You do your work; you earn a notch on your belt. Just like in high school, when you did the work well - you got a gold star.

But, as you advance in your career, you will be increasingly judged based on how you navigate organizational politics and the extent to which you can develop the kinds of relationships at work that positively influence people's perceptions of your value to the organization - whether those perceptions reflect reality, or not. Now I'm not saying doing excellent work never matters, I'm saying that even when you're rocking and rolling, you need to position yourself to encourage the perception that influencers have about the value you bring to the table.

Diligent workers will often lament that people who do the minimum can consistently dodge bullets and accountability, and often manage to hold tight to their roles. In the nonprofit sector, you sometimes see this with Executive Directors (present company excluded of course, hahaha). In some organizations the executive's competence, connection to the community, understanding of issues facing impacted communities, and their ability to advance strategy is almost irrelevant if he/she/they have not mastered the art of finessing the board to create the illusion of a grand contribution. This can go on for decades in some instances - even when staff and other constituents lay bare failures in leadership.

Conversely, there are some amazing leaders who find themselves pushed out of organizations because they do not successfully cultivate relationships or understand the political dynamics that drive their organizations. And this devaluing of good team members who don't know how to "play the game" is often further exacerbated for Black women because caste, sexism and racism do not allow us to access the same social capital or opportunities for relationship building that other professionals have access to. Like Run DMC said, "It's tricky".

To survive at work, Black women often feel compelled to overperform to demonstrate their value early on in their tenures, and their overperformance is often driven by fears around what people believe in terms of their value, worth, and ability to deliver. We can blow into organizations with full force hoping that once we establish our competence, we will earn the same grace, support, encouragement, and opportunities that are available to others. But our commitment to delivering on our commitments can sometimes come at the expense of understanding the players and the playbook.

Black women are "overeducated" as a group because we've been told for four hundred years that we lack access to opportunities because of a lack of knowledge and preparedness. Of course, we know this is not true. And in the social sector this messaging is further advanced when foundations and others in philanthropy create "black leadership fellowships" to help us "get ready" to lead. Such fellowships do little to influence the racial dynamics that play out in a sector where over 85% of all board members are white. And these faux opportunities do nothing to address the occupational casteism we encounter, or how racism shapes philanthropy and the world of work at large.

Also, it doesn't help that Black women often lack the sponsorship that is vital to helping all leaders understand the unspoken rules and underpinnings that drive some organizations. I've had lots of mentors who offered sage wisdom and closed-door support when I was in professional crisis. But I haven't had sponsors who were able to tell folks to back up and back off when I was being treated unfairly, or who could influence deciders where my career was concerned.

So, when Black women find themselves in organizations where competence and delivery don't hold the same value as schmoozing and politicking, we find ourselves in hot water or out of work. So, what to do?

1. You got the job. Ditch the "first 90 days" plan book and listen and take notes. Listen to what people are saying and what they aren't saying. Who has a voice in the rooms you're in - who are leaders deferring to? Who has power? Who has influence? How do stated values show up in their processes? Who can help you access the resources you need to be effective? The powerbrokers don't always have the fanciest titles. Pay attention. This is not the time to keep it real. This is the time to be a sponge and build relationships.
2. Yes, produce and plan. But keep quiet while you're formulating your strategy - think it through as you work to understand the organizational culture. Girl, get an executive coach who knows your industry so that you stay focused. I want you to be aware of the politics but not be derailed by the politics. Who can you enroll as early adopters in your vision? Whose feedback needs to be reflected in your workplan before the big reveal? If you're looking to do something big and transformational, how can you educate and bring folks along to lower resistance? People hate change so they will always balk at disruptors but sometimes this balking comes from a lack of understanding. Define terms. Offer background readings from credible experts. Give folks a chance to digest and ask questions. What aspects of your plan will you "brand" as your ideas and what concepts would be best advanced if they felt like "community" ideas. I get that when you're used to being overlooked or if you've been the target of idea theft, this one sounds hard. I'm not saying give the whole kitchen sink away - I'm saying lower resistance by giving people a sense of validation and ownership. (
3. Top Three. You may not get to do everything you want to do in this role. Ask these three questions: What do you want to learn? What do you want to give? What can you hang your hat on when you leave? Pick the top three that you and leadership can agree on - and when say I agree on, I am asking, "What will the leadership support you on in terms of actual execution?" Focus on some clear goals so that you're not playing whack-a-mole and going into closets nobody wants opened. Make the connections you want to make. Access the developmental opportunities they're offering. Finish what you start. Once you've accomplished those top three, assess if there's a future for you in this organization. But remember to get what you can!
4. Remember this if nothing else: You cannot take an organization where it doesn't want to go. You're there to create solutions that reflect the business's priorities and ethos. The organization isn't your blank canvas. What do they really have an appetite for? Alot of people made "bold statements" after George Floyd's murder.... but they ain't ready! If you're working for someone else, even if you're the CEO, you're not an entrepreneur. You're a convener, facilitator, coach, and partner in this work. You're not a magician or a superhero. Manage your stress levels and expectations accordingly. Your job may not be where your best ideas take root and thrive. I repeat, your job may not be where your best ideas take root and thrive. That's okay. Save the good stuff for you - so you can own, brand it, refine it and monetize it. Listen, get you a side hustle! Author that book! Create a blog! Launch that organization.
5. Finally, work is work. Work is not your life. Do not define your worth by what an organization of people who barely know you think about you - because that would be ridiculous. Plant your magic beans in good soil. Or they just won't grow.