I recently discovered Will Storr’s ‘The Status Game: On Social Position and How We use It’.
The book provides valuable insights into the reasons we all play status games. The author explores the considerable benefits status confers and the sometimes devastating consequences of losing it.
Why do we play status games, and what can we learn about the games we play in the workplace? And what can we learn about leadership? How can we win leadership games?
Why we play status games.
We are all hard-wired from birth to play status games. The ultimate aim of all status games is to win. Status and connection through game playing lead to thriving and wellbeing. The higher the status you enjoy, the longer you’re likely to live. Status deprivation leads to anxiety and depression. Loss of status is devastating to the individual (consider those who have been ‘cancelled’ on social media).
So status games are a big deal.
The three status games we play are Dominance, Virtue and Success.
- Dominance is where you use force, fear or control to get your way.
- Virtue is concerned with good behaviour, moral superiority, ‘making a difference.’
- Success is about competing to win-whether in business or sport.
Examples of how status games can play out at work:
Depending on the sector you work in, different types of game will be played out. For example, within Higher Education I’ve observed that:
- Academics place more emphasis on Dominance and Success games. Intellect, publications, citations, public profiles and awards all win points- and points mean prizes. Knowledge is power. Research and publications win resources, build reputation and lead to promotion.
- Professional Services (which include functions such as HR, Finance, Marketing, Compliance and Careers) focus more on Success and Virtue, which equate to reputation, regulation, metrics and resource control.
- Careers, where I work, is more likely to play Virtue games… we support students to help them ‘win’ their games, with staff getting their payback through helping others to succeed.
Mind the gap!
The space between the Academy and Professional Services can therefore be uncomfortable as both ‘sides’ compete, with each playing different status games.
How can we win leadership games?
Within universities there is a hierarchy to contend with. In order for an under dog to succeed in playing status games, it’s important to identify what’s in it for higher status players as well as what game you think they are likely to be wooed into playing. Success and Dominance are likely to trump Virtue games. The chance of securing a positive outcome for both parties is therefore more likely where the interests of both are aligned. View any potential outcomes in terms of Success for the higher status party. How can you make them look good?
Forging relationships with high-status individuals
Investing time cultivating high-status individuals is key to successful game playing. Storr says we seek to ‘flatter, copy and conform’ when we are in their presence. We can derive status through being associated with them.
Leaders and their reports.
When it comes to status and leadership, Storr says the successful leader’s narrative needs to be “we deserve more status and under my direction we’ll get it.” He goes on to say ‘leaders must rent their thrones from subordinates’ Both team leader and their reports are dependent on each other for support and success.
It can be a delicate balance. If their formal position is to be assured, leaders must earn true status in the minds of those who report to them. Leaders not only need to deliver on their promises; they should also bestow status and recognition in order to retain staff and enjoy their respect.
Helpful status game rules for leaders
The author concludes with a list of seven helpful rules for status games. The three which stand out as most valuable to me in the context of leadership are:
- Behave in ways that imply warmth, sincerity and competence. Warmth signals you aren’t going to use dominance. Sincerity indicates that you’ll play fairly. Competence: what you bring to the game itself has value.
- Make small moments of prestige. Be gracious to others. Allow people to feel status-full. Whether handling a complaint or asking a favour, give others a sense of autonomy and choice. People who are free to decide are more likely to accept your influence.
- Foster a trade-off mindset. No one side holds the truth- look for a win-win outcome in your negotiations. Empathise, even though you may not agree with a position. See beyond simplistic moral binary ‘either/or’ arguments.
Conclusion
An awareness of status games can help you identify which games to play and how to go about either winning them or collaborating with those who enjoy higher status to achieve a win-win outcome.
Questions to consider:
- How do status games manifest in your organisation and what impact do they have on you and your team?
- In what ways can you enhance your status/the status of your team within your organisation?
Anne: the obvious question here for me is what are the effect of gender on these status games – are Professional Services and Careers playing different status games because they have a higher proportion of women?
That’s a good question, Sue. I’d focused on the function of the service and leadership of it and compared status of services rather than the gender of those working within the service itself. I’m going to give your question further thought. The hierarchy within a University is highly gendered in terms of position and power when you look at the number of female professors. And HE careers work is predominantly female (though with a comparatively disproportionate number of male leaders).