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Part V: Maximizing Results > Avoiding the Power Game

Chapter 50. Avoiding the Power Game

In hierarchical organizations, many managers—encouraged by the use of the term protégé—often play competitive games around mentoring. Mentors sometimes use their protégés as pawns in power struggles, and sponsor their protégés’ advancement without regard to merit of performance compared to other job candidates. Such mentors may focus on teaching their protégés the tricks of the trade, such as skills on how to sabotage their competitors (rather than how to develop their own talents).

Many protégés, not being foolish, decide that, if that is the game and how it is played, they will play it to the best of their ability. The result is that sometimes political talent outshines other abilities. As a consequence, mentees attach themselves to the most powerful or highest ranking mentor they can find.


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