Leading at the political interface

LEADING HEALTH

You bridge the interface between government and the public sector to engage political representatives, and shape and implement the government’s policy priorities.

Quick tips

• Understand stakeholders’ priorities and align your communications to these priorities.

• Anticipate reactions that others may give to your messages. Prepare your response to objections, reservations, and emotional reactions.

• Address interpersonal issues and conflicts with tact. Focus on resolving the problem, not blaming tāngata [people].

• Pay attention to the body language and tone of voice of your audience, adapt your style and approach given these cues.

• Consider the needs and agendas of others before you engage them. If your needs and their needs conflict, make a plan for how you could reach a compromise.

• Adapt your approach to communicating and influencing.

• Make sure everyone knows the next steps before ending a discussion.

Practice this behaviour

Here are some ways you can practice this behaviour:

• Research, establish and represent the organisation’s view on a contemporary issue.

• Shadow or partner with someone in a central agency who handles frequent communication with Government representatives.

• Increase contact with political representatives. Find out who else is a key influencer.

• Create a discussion group to consider different agency approaches and recommendations to key issues.

• Seek increasingly difficult assignments that require greater levels of influence. Request feedback from others on your approach and performance.

• Seek opportunities to form mutually beneficial strategic alliances with internal or external partners, including those with different mahi [work] styles. After you’ve established a solid working relationship, ask for feedback on your influencing and communication skills.

What can hold you back

Here are some things that could get in the way of developing this behaviour:

• Complaining about ‘politics’. At this level, understanding and navigating politics is a key part of your role.

• Believing that decisions ‘should’ be made on their technical merits. Don’t get frustrated when politics impact decisions.

• Resistance to building your own political skill. It is not distasteful to navigate the political landscape.

• Ignoring the perspectives, motivations, and needs of political representatives with whom you work. Try to see their point of view so you can anticipate their responses.

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