Like PM Modi's coalition govt, experts decode how leaders can manage people

Even as the dust settles in the aftermath of the 2024 Lok Sabha general elections all eyes are now on the Bharatiya Janata Party BJP who will have to form a coalition with allies under the National Democratic Alliance NDA to move forward and form the next government But this isnrsquot the only instance where successful coalitions play a pivotal role mdash contemporary workplaces often comprise professionals with varying skillsets attitudes and often prioritiesTo emerge as a successful professional and leader in such ecosystems you must master the art of workplace coalition politics which involves ensuring that allstakeholders feel represented and heard while also staying true to your own priorities And itrsquos most important that this interplay eventually contributes to the overall success of the organisationShare the credit for achievements among all contributorsIf that seems like a delicate balance thatrsquos because it is We spoke to leadership coaches to help us simplify this lofty taskSeeing eyetoeyeldquoCoalitions are an everyday reality for modern workplaces Even at the very top the CEO needs the support of the leadership team and the board of directors to function But these coalitions become challenging when individuals with similar or close to similar power centres have differing agendas For instance while the CFO might want to prioritise stability and not rock the boat with any ambitious or abrupt moves the CEO might want to take advantage of the market and try something new and potentially riskyrdquo explains leadership coach Ankoor Naik He adds that if the two are not able to see eyetoeye over a period of time it could lead to instability within the organisation ldquoIn this example the CEO who has more power than the CFO might try to bulldoze hisher way through the leadership when consensus is not achieved In return the CFO may drag their feet and keep stalling in a bid to undermine the CEOSeek inputs from all stakeholders involved and align them Representations picsThe ultimate brunt of this lsquocold warrsquo is borne by the teams who must act on the CEOrsquos agenda They may not receive the funds or approvals and once the news of the rift percolates into the lower ranks employees will begin to take sidesrdquo he warns Ultimately this could hurt the business the image of the organisation in the market and even lead to attrition as juniors seeking stability begin to seek other alternatives A fine balanceIn order to achieve your goals at the workplace especially at the mid and senior management levels you must be able to garner support from and collaborate with colleagues from other functions says leadership mentor Rishi Piparaiya The key to garnering such support is sharing he adds outlining four majorareas of focus1 Share your vision Have a clear vision seek inputs from the other constituents and stakeholders and align them2 Share ownership All the key stakeholders should have some role to play in executing your vision To ensure seamless execution itrsquos important to communicate well and often to those involved All your team members should be updated and be familiar with the plan Equally focus on listening to the challenges faced by your colleagues from other departments and share what you can do to help resolve them Be open to these discussions3 Share your boundaries Be clear when setting expectations with your colleagues mdash let them know how you will operate how you expect things to be done and also what they can expect from you4 Share credit Avoid taking credit for the work that has been achieved by many Celebrate the successes of others and also take responsibility for when things donrsquot go the right way Be prepared to hold others accountable as wellItrsquos crucial to strike the right balance in terms of how much you involve yourself in your workplacersquos politics If you are too focused on managing your boss you run the risk of getting nothing done Conversely if you are extremely detached and only want to do your bit and leave the rest to chance you may miss out on valuable opportunities for growth explains PiparaiyaRishi Piparaiya and Ankoor NaikManaging crisesIn case the senior management is unable to see eye to eye Nair recommends bringing in an external or internal mediator who can align the Csuite top management positions in an organisation and those working at one level below the Csuite in the same direction ldquoThe person managing this alignment should be emotionally mature in order to collaborate with multiple stakeholders and make sure their diverse interests are managed if not met Training workshops across departments also helps to break down the walls and build empathy mdash the workshop coordinator can create situations where team members have to step into the shoes of their colleagues from other teams and understand their pressures and challengesrdquo he addsCoalition red flagsKeep an eye out for these warning signs of misalignment says Naik Delays in project delivery and salaries Cash flow issues while short term cash flow issues are understandable when these issues persist over a period of time while the market is healthy it may have to do with operational roadblocks caused by differing agendas Attrition especially when a senior leader quits without explanation Multiple projects getting cancelled one after the otherRecurring arguments in a team can indicate bigger problems Conflicts in the senior management although some disagreements are typical in a team of passionate professionals massive and recurring disagreements are a cause for concern Passiveaggressive behaviorWatch out for signs of low morale among your employees The atmosphere in the organisation feels low or dampened Employees complain for feeling drained or deflated when they enter the workplace Funding and investments not coming through