You have to learn to play the game, writes Barry van der Westhuizen

The hidden hand of office politics has been the downfall of many a corporate employee, crushing ideas, ideals and aspirations.
     When entering a new organisation, certain practices appear counterintuitive, if not anathema, given our expectations of the corporate image displayed in public.
     While military theorist Carl von Clausewitz once said: “Politics is the continuation of war by other means,” French philosopher Michel Foucault described it as: “Power … experienced as a complex interplay of relationships that are never unitary, always diffuse and open to resistance, and (which) circulate within and through society.”
     They’re both right. But political psychologist Harold Laswell provides the clearest definition of office politics: “The unwritten rules that determine who gets what, when, and how –  a promotion, a budget for a project, a say in the boss’s decisions – and who doesn’t.”

Rules of engagement

It’s the glue that by default keeps organisations functioning, and no matter how cavalier or confident one may be, one must, on joining a new organisation or department, immerse oneself in the environment. This means you have to learn to read and understand the unwritten rules of engagement.
     A new entrant who joins with a sense of presence and humility, lacking so much as the faintest hint of arrogance, will integrate and begin to contribute faster than one who displays entitlement.
     Companies are often averse to lifting the veil on these hidden forces, and for many induction serves more as a rite of passage than an introduction to an organised game plan.  It therefore goes without saying that many people feel the system is unfair and hypocritical, and it’s often the reason we end up with compliant but dysfunctional teams that fail to reach optimal performance due to the fear and disconnect they experience through feeling excluded from the inner circle.
     According to Rob Kaiser and his co-authors in Harvard Business Review, while office politics can be unpleasant, involving backstabbing and sneakiness to the detriment of some for others’ gain, they don’t have to be.
     You can influence others to your advantage provided you put some work into socialising your ideas. This requires networking, and learning to manage your stakeholders.

Political savvy

So how does one navigate this treacherous territory? Executive coach Bonnie Marcus says: “You need to be politically savvy.”
     The good news is that political savvy is a skill, not a trait. You can learn it, and exercising it doesn’t mean you need to compromise your integrity.
     So let’s start with networking. It requires finding a common point of interest with others and setting up opportunities to interact with them to build trust and rapport, often in informal settings (anyone for a brown paper bag lunch?
     Find ways to contribute meaningfully to those with whom you network; it can be as simple as sharing information and contacts, passing on a useful article you have read, or tips that help solve problems.
     Managing your corporate stakeholders requires you to keep communication channels open, even when you don’t like what you hear. You can’t manage what you don’t know! Pay extra attention to input from those who have an interest in your work and have the power to help you succeed. And cultivate others in power, but don’t get underfoot. They can become powerful advocates for you.
     Ensure everyone else with an interest in your work is kept in the loop, and try not to ruffle feathers. You may well find them willing to roll up their sleeves to pitch in when help is needed.

Where to start

• Acquaint yourself with the unwritten rules of the company – everything from expected work hours to the hierarchy of communication.
• Find out which rules are sacred, and how to express your opinion and to whom, bearing in mind that not all people who have power are without fault, and some may have fragile egos.
• Assess the company culture: is it conservative, innovative or hierarchical? (Note that the marketing material is prepared for customers, not staff, so won’t necessarily reflect the reality of the culture.) Figure out what you need to do to adapt to it.
• Evaluate how well the organisation’s values align with your own. As in a marriage, there must be a good fit, or everything will fall apart when the pressure is on.
• Be respectful. To everyone. In all circumstances!
• Be authentic, without being blunt. People tend to gravitate towards authenticity.
• Consciously put effort into building relationships with your key stakeholders.
• Keep an eye and an ear open for potential landmines.
• Lastly, showcase your talent – it’s expected – but don’t let it sound like bragging. Showcasing your talent and skills will be beneficial for the company and for you.

If you find you have joined the sadly dysfunctional type of team described earlier, try reigniting its dynamics with regular, open communication.
     You’ll find it can work wonders!