One of the nasty things about political maneuvering in the workplace is that you may not realize you’re the victim of someone else’s plot until it’s too late. Here’s one story that came to my attention:

While moving up the ranks from being 1 of many engineers to vice president of the company’s entire IT group, I’ve enjoyed a solid and satisfying career with the same employer for 12 years.  Until now, I’ve never thought much at all about the “politics” that take place elsewhere.  Until now.

About 8 months ago, a new VP was hired to oversee a new venture at my company.  He’s an older guy; I’m 39 and he’s probably in his mid-50s.  From the first day he arrived I’ve gone out of my way to let him know that I’d be happy to help him with anything that could help him succeed.  Now, it seems, I was naive.

Over the past couple of months he’s made statements during our leadership team meetings that make me and my team look ineffective.  In a company project review last week, he seemed to make a point of commenting about every issue or problem my department was encountering with our deliverables.  After drawing attention to a few of them – in front of managers and department heads from several departments – he told our boss that he’d be happy to help me out by taking on the additional responsibility of overseeing all company-wide projects.  He said that he has a lot more experience with this type of complexity than anyone else (implication being me), that he’s got extra time, and that it just made sense to lend his hand to ensure we don’t miss deadlines.

I was set up and made to look like I can’t do my job.  I realize now that he’s had this plan all along and I didn’t see his office politics until now.  I think my boss is seriously considering the idea of boosting our new VP’s status and the idea infuriates me.   This has me very upset.  It’s all I can think about even when I’m at home with my family.

Am I screwed?  If it comes down to it, I will not report to this unethical and self serving jerk.  Is it time to start looking for a new job?

Well, it does sound like you’ve been out-maneuvered by the new guy.  But you may not have to start looking for a new job just yet, Gerald.  Before I give you my suggestions about your “next steps”; let’s take a minute to review what happened in your situation.

New, older guy arrives. He’s brought in at the same level as you and tasked with the success of a new venture. It’s clear that this new venture is a high priority because of his VP level and direct reporting to the big boss.  You, the younger, “home-grown” talent with 12 years at the company, and a collegial guy, offered to help show him how to get things done.  Eight months later, the new guy is pointing out all your problems and making a power play to get more responsibility. Now the boss seems to be considering the idea.

Let’s spend a minute looking at this new guy: He’s in his 50s, coming into a new firm, with a high-profile role. For him, he may view this opportunity as his last, best chance to make a big mark in his career.  And at his age, he’s seen and probably played a lot of politics over the years. Many execs don’t get his kind of chance to make a big contribution with a new employer this late in their careers.  He could be very motivated to show his expertise, and may want to be regarded as a go-to guy who can do a lot more than the other veeps.  He’s got a lot of skin in this game.

Whether or not anyone actually considers that he could potentially become your new boss, you need to make it very clear, for all concerned, that you know what needs to be done and will do what it takes to succeed.

You could also help your boss to recognize that the new guy has enough on his own plate already. We’re talking about hard-nosed tactics and actions. Here are a few things to consider:

1. Measure twice — cut once. If your team’s doing everything right, there’s less reason for the boss to make any change. That means that your key team members need to be operating at peak performance. But if you’ve got mistakes happening, take action. Immediately, have a serious conversation with anyone who’s dropping the ball. Help these individuals see the importance of doing their job, at all times, in a first class way.  And make it clear that you cannot allow any more hiccups.

2.  Check the lay of the land. Without being too obvious, find out how others in the company view this guy. Discreetly check the perceptions of peers, support area heads in HR or Finance, and your boss. Is he someone who can be trusted or do others view him with suspicion? You want to verify your feelings.

3.  Consider the Japanese management style. As far back as the 1600s, managers and warriors understood that they had similarities in their day to day activity. Miyamoto Musashi, perhaps the most famous Samurai, wrote A Book of Five Rings about strategic thinking and tactics for warriors; but it’s been studied by leaders of all types ever since. Anyone seeking strategy guidance can consider his advice for almost any situation. I’ll caution you – it’s tough stuff; but office politics can be too – with lives and careers irreparably damaged. This read may provide some ideas for you.

4. Deal with issues head-on. Get together with this guy over a cup of coffee or a drink. Do it someplace that is not his office to eliminate any potential “home turf advantage.”  Gain an understanding of his motives and his goals. Act accordingly.

Hopefully it’s not too late to deal with this issue and put it to rest.  This may also be a good time to polish up your resume and make sure you’re in good shape just in case this goes the wrong way. Even if things improve, I’d recommend that you – and all senior types – go out on at least one job interview each year.  It will help you to find out what’s out there and how things compare. This little action will keep you sharper and reduce any tendency toward complacency.

1: How’s your stamina?

We’re not talking primarily about physical stamina here, although that’s part of it. In a lot of shops, the workload can grind people down if they aren’t strong enough to handle it. It’s important to let candidates know that a position will be demanding-as well as to see how they rate themselves in the fortitude department.

2: How hard have you been working lately?

Even the most industrious employees can lose the habit of working hard if they’ve been in a situation that doesn’t require it. And a candidate who’s fallen into “coasting” mode may have trouble ramping up for the effort you require. Conversely, a candidate who speaks enthusiastically about being engaged in challenging projects may well be a self-starter who could energize your team with his or her commitment and work ethic.

3: How do you react to being told “No”?

A big part of the typical manager’s job is telling people why they can’t do something-either because they don’t have the money or resources or because an idea or proposal is no good. And let’s face it: Some folks don’t handle being told No that well. A candid response to this question may not tell you for sure how well candidates handle the issue, but it could give you a picture of whether they’re aware of their own tendencies.

4: Can you handle telling other people “No”?

If don’t want to be the DDrN (Designated Dr. No) for the organization, you need people on your team who are willing and able to share the load. Of course, you don’t want someone who’s chomping at the bit to slap people down, either. But it can be revealing to see how many candidates respond along these lines: “I don’t really feel comfortable telling other people they can’t do things. I just worry about my own responsibilities.”

5: How good are you — REALLY — at handling change?

Everybody asks this question, so of course every candidate has a prepared answer. It goes like this: “I think it’s important to be flexible and adapt to new circumstances. One time, [insert anecdote illustrating ability to manage change here]….” This is a critical problem for managers, because the pace of change continues to accelerate, but a lot of job candidates are extremely uncomfortable with it. Trying to identify those folks during the interview process may require you to ask about it point-blank–and then hope that the candidate will abandon the script at some point so you can have an earnest discussion.

6: Are you a good scrounger?

A common interview question centers around a candidate’s problem-solving capability. But this question focuses on a candidate’s ability to come up with the resources out of what he or she has on the shelf. (Think of the James Garner character “The Scrounger” from the movie The Great Escape, who comes up with camera, pipe, or whatever else the POWs need when planning their breakout.)

7: When conflict arises on your team, how do you handle it?

This is one of those questions that can easily be fielded with a stock answer and a polished anecdote, so it’s up to you to try to elicit something more illuminating. Often this will just be a matter of asking follow-up questions (and these don’t have to be formulaic; just have a conversation around what the candidate has told you). You can also pose a scenario and ask candidates what they might do in a particular situation. Is this approach contrived? You bet it is. But it will challenge candidates to think on their feet and may provide useful clues about their personality and conflict management skills.

8: What have the last few years taught you?

Anyone who’s been in IT for awhile knows that the industry has had some serious ups and downs. This questions is designed to get at what the job candidate has learned through the periods of explosive growth as well as through the tough downturns, tight budgets, and shifts in the job market.

9: What type of people do you like to work with?

Even if you get a canned response here, you may be able to get a glimpse of the candidate’s personality. Previous experiences and genuine preferences will often filter through to their answers. For example: “I like to work with people who really know what they’re talking about, not people who just want to show everyone how smart they are”; “I like to work with people who I can bounce ideas off of”; “I like to work with people who respect what I do.”

10: How do you stay current?

Since this one comes right out of Interviewing 101, most candidates will be ready for it. But it’s still a critical question that must be addressed. The technology changes so quickly that all of our past experience decreases in value daily. You can’t hire an IT professional without assessing their plans to keep abreast of new products and technologies.

11: What’s the toughest thing you’ve had to do professionally?

This question also comes out of the interviewing playbook, but it’s still a good one. It’s interesting to see whether the candidate mentions some technical achievement or project or discusses something more personal instead — for example, having to fire an employee.

12: How would you describe your perfect job?

You can learn a lot from the responses to this question, and it may spark a lively conversation as well. You might discover that the candidate is quite assertive in describing what he or she wants a position to provide; in fact, you may learn a thing or two that will help you craft a better job description for the position. You might also find out that a candidate has some unrealistic expectations about the respective roles of employer and employee-which could lead to disappointment and poor performance if left unaddressed.

13: If you could take back one career decision, what would it be?

This is a pretty good shot-in-the-dark question. There is certainly no “right” answer, but it can be useful to see how candidates respond. Can they point to something instantly or do they have to consider? Maybe they’ll be confident enough to admit, “I can’t think of anything substantial. So far, I’m pretty pleased with how my career is going.” Sometimes, ambivalence or dissatisfaction come to light, suggesting that they’re headed down the wrong path altogether. Regardless of their answer, this question can lead to an interesting discussion.