Advice
Office Politics: The Survival Guide They Don't Teach in Business School
Our Favourite Blogs:
Twenty-three years in corporate Australia, and I've seen more backstabbing than a Game of Thrones marathon.
The biggest lie we tell ourselves in business? That merit alone determines success. What absolute rubbish. Politics drives 68% of promotion decisions in Australian workplaces, yet most professionals navigate office dynamics with all the finesse of a wombat in a china shop.
Here's what your MBA didn't teach you: office politics isn't optional. It's not something you can avoid by keeping your head down and doing brilliant work. I learned this the hard way when I watched a mediocre manager get promoted over three exceptional candidates simply because they understood the unwritten rules.
The Reality Check Nobody Wants to Hear
Politics exist wherever humans work together. Full stop.
You can pretend they don't matter while someone else gets the corner office, or you can learn to play the game ethically and win. I choose winning.
The mistake most people make is thinking office politics equals being fake or manipulative. Wrong. Smart politics is about understanding stakeholders, building genuine relationships, and communicating your value effectively. It's about reading the room, knowing who influences decisions, and positioning yourself strategically.
Samsung Australia gets this brilliantly – their internal mentorship programs recognise that technical skills need political savvy to create real impact. Google's promotion criteria explicitly include "organisational awareness" alongside technical competence. These companies understand what individual contributors often miss: competence without influence is career suicide.
The Three Political Archetypes You Must Recognise
Every office has them. The Influencer who everyone listens to regardless of their title. The Gatekekeeper who controls access to decision-makers. The Connector who knows everyone's business and somehow appears in every important conversation.
Learn to identify these players early. Better yet, become one of them.
I used to think the Connectors were just office gossips. Massive error in judgement. These people are information brokers, and information is power. They know which projects are getting funding, which departments are being restructured, and who's falling out of favour. Building relationships with Connectors isn't about participating in gossip – it's about understanding organisational undercurrents.
The smartest move I ever made was befriending the EA to our CEO. Not to brown-nose, but because she genuinely knew more about company strategy than most VPs. That relationship gave me insights that helped me position my team's work more effectively and avoid political landmines.
Master the Art of Strategic Visibility
Visibility without substance is annoying. Substance without visibility is invisible.
Most technical professionals excel at the second and fail miserably at the first. They produce exceptional work, then wonder why less competent colleagues get recognition. The answer? Those colleagues understand that doing great work is only 40% of the equation. The other 60% is ensuring the right people know about it.
Strategic visibility means choosing your moments carefully. Send that project update email when you know senior leadership will see it. Volunteer for cross-functional initiatives that put you in rooms with decision-makers. Speak up in meetings – not to hear your own voice, but to add genuine value.
I learned this from watching a colleague in Perth who transformed from overlooked analyst to department head in eighteen months. Her secret? She started a monthly "wins and learnings" email that highlighted team achievements and market insights. Within six months, executives were forwarding her updates and asking for her opinions on strategic decisions.
However, there's a fine line between strategic visibility and shameless self-promotion. Cross that line and you'll be labelled a show-off faster than you can say "synergy". The key is making others look good while subtly highlighting your contributions.
Navigate Conflicts Like a Diplomat
Conflict is inevitable. How you handle it determines whether you're seen as leadership material or someone who creates drama.
Never, ever air grievances publicly. Handle disputes privately first, document everything, and always focus on business impact rather than personal feelings. When Sandra from Marketing takes credit for your idea in front of the board, don't explode. Schedule a private conversation, present facts calmly, and find a solution that allows both parties to save face.
The nuclear option should remain nuclear. Most workplace conflicts can be resolved through direct communication and compromise. Save the formal complaints for genuine misconduct, not everyday personality clashes.
Some battles aren't worth fighting. Pick your conflicts based on strategic importance, not emotional reaction. I've seen brilliant professionals derail their careers over trivial disputes that nobody else cared about.
The Information Game: What to Share and When
Information hoarding kills careers as quickly as oversharing.
Share insights that demonstrate your expertise and value. Withhold sensitive information until you understand the political implications. Never repeat gossip, but do listen carefully to understand organisational dynamics.
The golden rule? If sharing information could damage someone's reputation or career prospects, don't share it. If withholding information could damage team performance or organisational outcomes, share it appropriately.
Building Your Internal Brand
Your internal brand matters more than your external one for career advancement.
What are you known for? Problem-solving? Strategic thinking? Getting things done? Being the person who makes others look good? Whatever it is, be intentional about it.
I repositioned myself from "the data guy" to "the guy who translates complex analysis into actionable strategy." This shift opened doors to executive conversations and strategic projects that were previously off-limits.
Your internal brand should align with your career goals. If you want to move into leadership, be known for developing others and driving results. If you want to become a subject matter expert, be known for deep knowledge and innovative solutions.
The Unspoken Rules That Govern Everything
Every organisation has unwritten rules about communication styles, decision-making processes, and cultural norms. Learning these rules is essential for political success.
In some companies, decisions happen in formal meetings. In others, real discussions occur in hallway conversations or over coffee. Some cultures value direct communication; others prefer diplomatic language. Some reward individual achievement; others prioritise team success.
Pay attention to these patterns. Adapt your approach accordingly. Fighting organisational culture is exhausting and usually futile. Working with it multiplies your effectiveness.
When Politics Go Wrong
Toxic politics destroy organisations and careers. Recognise the warning signs: decisions based on favouritism rather than merit, information hoarding that impacts performance, personal attacks disguised as professional feedback, and leadership that rewards political games over results.
If you find yourself in a genuinely toxic environment, document everything and start planning your exit strategy. Life's too short to work in organisations that prioritise drama over delivery.
The Long Game
Smart office politics is about building relationships and reputation over time, not winning individual battles.
Focus on being genuinely helpful, consistently reliable, and strategically visible. Invest in relationships before you need them. Understand organisational goals and position your work accordingly. Be the person others want to work with and for.
The professionals who thrive in any political environment are those who master this balance: competent enough to deliver results, politically savvy enough to ensure those results are recognised and rewarded, and ethical enough to sleep well at night.
Politics isn't going anywhere. The choice is whether you'll be a victim of organisational dynamics or a master of them.
Related Articles: