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Office Politics: The Game Everyone's Playing But Nobody Admits To
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Sixty-eight percent of workplace disputes stem from political undercurrents that nobody wants to acknowledge exist. Yet here we are, pretending our offices are some kind of utopian collaboration hubs where merit alone determines success.
After seventeen years of watching brilliant people get sidelined while smooth talkers climb the corporate ladder, I've had enough of the "just focus on your work" advice. It's naive. Dangerous, even.
Office politics isn't optional. It's happening whether you participate or not—the only question is whether you're playing or being played.
The Myth of Meritocracy
Look, I wish we lived in a world where the best ideas always won. Where hard work guaranteed recognition. Where being right mattered more than being popular. But that's not reality, and pretending otherwise is professional suicide.
I learned this the hard way in Perth back in 2009. Brilliant strategy, months of research, solid business case. Shot down in a meeting because I hadn't bothered to get buy-in from the right stakeholders. Meanwhile, Sarah from marketing got approval for a half-baked campaign because she'd spent weeks building relationships across departments.
She wasn't playing dirty—she was playing smart.
The uncomfortable truth? Technical competence gets you hired. Political awareness gets you promoted.
It's Not About Being Fake
Here's where most people get office politics wrong. They think it's about being two-faced or manipulative. That's not politics—that's being a sociopath.
Real office politics is about understanding that organisations are human ecosystems. People have motivations, fears, ambitions, and blind spots. Influence flows through relationships, not org charts. Information travels through informal networks faster than official channels.
Companies like Google and Microsoft didn't become dominant by having the best products alone. They understood the political landscape of their industries, built the right alliances, and positioned themselves strategically. That's politics at scale.
The same principles apply in your office.
The Five Types You Need to Identify
Every workplace has these archetypes. Recognise them, understand their motivations, and you'll navigate politics more effectively.
The Gatekeeper controls access to key decision-makers. Usually an executive assistant or long-term employee. Make them your ally, not your enemy. Bring coffee. Remember their birthday. These people can make or break your career.
The Connector knows everyone and everything. They're your early warning system for organisational changes. Stay on their good side—they're worth their weight in gold for intelligence gathering.
The Blocker says no to everything by default. Don't waste energy fighting them directly. Find ways around them or get someone they respect to champion your cause.
The Champion actively promotes others. If you can align your goals with theirs, they'll carry your message to places you can't reach. But choose carefully—their endorsement comes with their reputation attached.
The Underminer smiles to your face while sabotaging behind your back. Document everything with these people. Keep interactions professional and witnesses present when possible.
The Intelligence Game
Information is currency in office politics. The more you know about what's really happening, the better positioned you are to make strategic decisions.
But gathering intelligence ethically requires finesse. Listen more than you speak in meetings. Pay attention to who talks to whom. Notice who gets invited to informal gatherings. Track decision patterns—who's really calling the shots versus who's just the mouthpiece.
I keep a simple spreadsheet of key relationships in my organisation. Who reports to whom officially, but more importantly, who influences whom unofficially. It's saved me countless times from political landmines.
The best intelligence comes from building genuine relationships across all levels. That includes the security guard who sees everything, the IT person who fixes everyone's problems, and the cleaner who works when people think nobody's watching.
Strategic Alliance Building
Politics isn't a solo sport. You need allies, and you need to be selective about them.
Start with shared interests, not shared grievances. Bonding over what you both dislike creates weak alliances. Building around common goals creates lasting partnerships.
I once partnered with someone from finance who initially opposed every project I proposed. But we both wanted better reporting systems. Instead of fighting, we collaborated on a solution that met both our needs. She became one of my strongest advocates.
Remember: alliances are reciprocal. If you're always asking for favours without offering value in return, you're not building relationships—you're being a user.
The Timing Factor
Knowing when to push and when to wait separates skilled political operators from amateur hour. There's a rhythm to organisational decision-making that you need to learn.
Monday mornings are terrible for pitching new ideas. Friday afternoons are worse. The week before budget planning is chaotic. The month after layoffs is sensitive.
But the day after your boss gets good news? That's golden timing.
I track my manager's energy patterns. When he's stressed about quarterly results, I focus on solutions to immediate problems. When he's in strategic planning mode, I bring bigger picture proposals.
This isn't manipulation—it's emotional intelligence applied practically.
When Politics Goes Toxic
Not all political environments are worth navigating. Some organisations are genuinely toxic, and no amount of political skill will save you.
Red flags include: decisions being reversed constantly based on who spoke last, promotion criteria that seem arbitrary, information being weaponised rather than shared, and people being punished for raising legitimate concerns.
If you're spending more energy on political survival than actual work, it's time to update your LinkedIn profile. Life's too short to work in a dysfunctional environment where politics override common sense.
The Long Game
Office politics isn't about quick wins—it's about building sustainable influence over time. This means thinking beyond your current role and current team.
Every interaction is an investment in your professional reputation. Every relationship is potential future value. Every political misstep is a learning opportunity (though preferably learned from other people's mistakes).
The people you work with today will scatter across different companies, industries, and roles over the next decade. Your reputation travels with them. Play the long game accordingly.
Making Peace with Reality
Here's my controversial take: complaining about office politics is like complaining about weather. It exists whether you acknowledge it or not.
The choice isn't whether to engage with politics—it's whether to engage skillfully or clumsily.
I'd rather work in a world where politics didn't matter. But I don't live in that world, and neither do you. We live in a world where understanding human nature and organisational dynamics gives you strategic advantage.
The alternative is watching less qualified but more politically savvy people make decisions that affect your work, your team, and your career.
That's not noble—that's negligent.
Master office politics, and you'll find yourself with more influence to create positive change. Ignore it, and you'll spend your career wondering why good ideas don't always win.
The game is already being played. The only question is: are you ready to play it well?
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