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It is no secret that virtually all organizations encounter an internal power struggle among the executives for power and influence. In most cases, such a struggle is most obvious in budgeting issues and the distribution of resources. Though one may argue that such internal competition may aid the better performance of the participant, the real influence and impact of such internal competition may be felt by frontline employees and third-party vendors.

Essentially there is no valid argument to limit healthy and measured internal competition; however, the impact of negative competition may influence the frontline workers negatively by forcing them to consciously or unconsciously take sides or, even worse, by aiding to fuel negative competition. Similarly, third-party vendors may find themselves in the middle of the divisional or departmental competition, forcing them to take sides or cancel their contracts and involvement to preserve their reputation.

In this particular entry, we will discuss the evaluation of key personnel. The impact on human capital will raise the question of regulating such internal conflicts. The most obvious step is the evaluation of talent and competency.  Though traditionally, executive team members enjoy uniform attendance in all vital meetings, having them attend all meetings may not be a good idea. The most obvious terminology would be information isolation, otherwise known as information compartmentalization. It is important to point out that this concept should not confuse or cause difficulties in sharing information with all stakeholders.

Compartmentalization should be viewed as sharing information with those needing a particular set of data and information to make a solid business judgment. For instance, having the company mid-management attend shareholder meetings or having an accountant join a meeting on strategic long-term planning would be a great mistake. Granted that feedback from every part of the organization can help improve, it is important to differentiate between getting feedback and having random mid-managers attend strategic meetings.

Certainly, some exceptions verify the rule. Certain instances require having the greatest possible internal feedback. However, in terms of not taking a road that would alienate extremely valuable human capital, keeping nonqualified and less relevant management personnel out of such strategic meetings is increasingly important.
In the coming days and weeks, we will discuss the strategic methodology to devise standard operating procedures that would assist in eliminating guesswork in minimizing internal and external threats because of managerial infighting.

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