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Radhika Panjwani is a freelance writer from Toronto.
- Office politics is the informal and behind-the-scenes interplay of action and conversations that people use in the workplace as they jostle for power. When used the right way, it can be a useful tool for career advancement.
- Office politics is pervasive, and research suggests rumour mongering, playing the blame game, backstabbing and taking credit [for someone else’s work] are some examples.
- To avoid the pitfalls, employees must be strategic and deliberate about how they leverage connections at work. The good news is that it’s a skill that can be learned and honed.
All office politics boil down to actions performed by individuals to improve status and advance their personal agenda and is often at the expense of others. Experts say when the game’s played without manipulation, it can help advance one’s career long-term and without backlash.
Ironically, Niven Postma, a strategy, leadership and culture consultant and best-selling author of If you don’t do politics, politics will do you, dived headlong into researching organizational politics after she was fired from her job because she was adamant about avoiding it.
Ms. Postma put her head down and focused on doing her work, but failed to develop meaningful connections with people who would have advocated for her when her job was on the line.
“Despite all the negative connotations, office politics are not inherently evil,” Ms. Postma writes in the Harvard Business Review. “They are about two things: influence and relationships, and the power these two things give you – or don’t.”
After she was let go, she realized workplace politics are inevitable and inescapable and people who play politics well have an advantage because they get their projects moved up the priority list, advance swiftly, accomplish results and get the buy-in from senior leaders.
Work is not school
Much like school where a student is guaranteed good grades if they put in the effort and master the course material, many professionals assume they can climb the corporate ladder through hard work and strong technical skills. This is a mistake, says Ms. Postma in a podcast.
“The reality is all organizations, all teams and all departments have two sides,” she says. “The formal one with delegation of authority and the stuff that is written, clear and articulated, but there’s an allied organization, an informal one and this one is all about how relationships work i.e., who’s got whose ear? Who’s working for whom? And if you choose to only focus on what’s strictly your job, it’s like you’re choosing to play tennis in just half of the court.”
At work, a person’s ability to succeed and deliver results depends on multiple people. More importantly, it depends on who’s rooting for you. And it’s only when individuals are able to build strong connections within the formal and informal networks that they will be able to access information, resources and opportunities, she says.
Ms. Postma’s research suggests some people are natural when it comes to navigating office politics while others struggle. But anyone can become proficient through practice.
Dirty politics
In a Business News Daily blog, David Frankel, managing partner of executive consultant firm Slingstone Group, notes there will always be politics at work, but when it creates division among supervisors, subordinates and colleagues, it can fester and turn toxic, leading to a drop in productivity and affecting the morale of workers.
According to Mr. Frankel, the environment of a workplace is politicized when:
- There is a ‘system’ [within the organization] that needs to be worked, and it only rewards those who are able to navigate it
- An apparent distance between employees at lower rungs and executives
- The company’s stakeholders are threatened by change
- Unproductive and toxic employees don’t get fired or reprimanded
- Employees have no clue or visibility when it comes to the company’s decision-making process
- Competent employees quit because they don’t see a path to advancing in their careers
Playing office politics the smart way
Through videos on her website, Ms. Postma offers tips on how people can become politically intelligent. To do so, she suggests they avoid:
- Becoming the problem
When an employee endlessly whines about change and makes everything about themselves, they become the problem. Chances are this individual is taking a disproportionate amount of their manager’s time, attention and energy and is likely getting on their supervisor and colleagues’ nerves.
Solution: Learn to embrace change, but if you can’t stop criticizing or complaining about your workplace, then leave.
- Becoming one person’s person
When you become totally aligned to one individual [within the organization] and neglect to manage other stakeholders, things will go well as long as the person [you’ve sworn allegiance to] wields power. But when that’s no longer the case, you may find yourself isolated.
Solution: Consider working on cross-departmental initiatives and build connections across the organization.
- Making unnecessary foes
“Some of the most important decisions of your career are going to be made when you’re not in the room,” Ms. Postma says. “So, the question is: who’s in the room for you and who’s against you? And what are they saying?”
Solution: Consciously build allies through networking and be aware of why you’re not able to meet the expectations of your adversaries.
- Over-estimating your leverage
It’s difficult to get a proper gauge of one’s influence within an organization, but having a reasonable understanding is a key political skill. It’s easy to get it wrong and overplay your hand. Conversely, if you underestimate your power, you will let opportunities pass by.
Solution: Assess yourself regularly to determine if people listen when you’re speaking, whether you’re involved in important projects, allowed to make independent decisions and have expertise that’s hard to replace.
What I’m reading around the web
- In this Ted talk, mental health advocate Adam Whybrew reveals the benefits of opening up about mental health in the workplace and how being vulnerable aids in fostering a safe space for everyone.
- This piece in The Conversation offers several tips to Gen Z’s who may be at odds with their older managers who value hustle culture.
- Leadership and career coach Kathy Caprino suggests asking three questions or lines of inquiry to help us balance our own priorities while giving generously to others.
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