Office politics: How to rock the boat gently
I’m the human resource manager of a medium-size factory. We’re having trouble in getting the cooperation of people to attend our management programs, including our in-house seminars. This is due to office politics between two department managers. When Manager “A” initiates a training program with the help of HR, almost always, we can expect that Manager “B” will not participate, even to the extent of prohibiting his workers from attending. When “B” organizes another program, we can always expect “A” to do the same thing. It happens all the time. In the meantime, the CEO who is about to retire, is content to bury his head in the sand. Is there a cure for this? – Yellow Submarine.
A newly-elected congressman was visiting Washington D.C. to get acquainted with national politics. He was visiting the home of a friendly, seasoned senator who was trying to explain to his guest the bizarre wonders of the country’s capital. As they stood looking out over the Potomac River, an old, rotten, deteriorating log floated by.
The old-timer said: “This city is like that dead log out there.” The new legislator asked: “How’s that?” The senator replied: “Well, there are probably over 100,000 ants, bugs, and critters on that old log as it floats down the river. And I imagine every one of them thinks that he’s steering it.”
Your factory is like that old log floating down the river, except that it is being steered by the perpetual conflict between managers “A” and “B.” Office politics are a reality in any work situation, and your case is not unique. But one thing is sure – it is causing major problems for other departments, including HR.
In your case, the main protagonists are managers “A” and “B.” You’re in luck. Imagine the how much bigger the problem would be if these two managers rallied their supporters from other departments. Well, I hope not. Whatever the case, office politics shouldn’t be taken lightly even if your CEO is looking elsewhere. However, this doesn’t mean that you should take the place of the uncaring CEO. Therefore, the best cure that I can propose in managing office politics is as follows: One, resist the appearance that you’re siding with any of the
protagonists. As much as possible, politely turn down suggestions to go to lunch or socialize with any of the concerned managers. Get away from the apple-polishing attempts by either one, but without alienating the concerned manager. If the other side notices your excessive time with the other, chances are, you will be in big trouble, and the situation may further escalate animosity. Two, make yourself busy so that you can avoid playing office politics.
Do the same thing with your staff and colleagues in your department. Give them challenging tasks with rigid time lines, so that they will not have the extra time to talk about office politics and be bothered by it. Advise your staff and colleagues to avoid office politics at all costs, even if circumstances prove to be difficult.
Three, organize all programs without the help of other departments. Even if one manager initiates a program, make it appear that it comes from the HR department. If you do that, get the cooperation of the originating manager so that your action would not be misinterpreted. This way, even if you don’t necessarily make any friends out of the two, at least you avoid making enemies. Four, understand where the real
power lies. This is difficult to do when you have two managers holding almost equivalent job title and rank in the organization. At times, you don’t know who has the stronger influence on top management. But one thing is sure. You will know who has the upper hand. One of them may be constantly sought for advice and given more challenging assignments, while the other manager may be virtually ignored. Just the same, don’t be swayed by this because you don’t know how it will end. Last, be careful not to be critical of any or both warring managers. The cardinal rule is not to criticize anyone behind his back, much more your uncaring CEO. In any organization, negative comments usually enter the grapevine and inevitably reach the person being criticized. If that happens, even if a neutral manager or office janitor should hear it, expect it to be held against you when the time comes.
Should you be playing office politics? It’s difficult to give a categorical answer. Office politics is a double-edged sword that an HR professional must handle carefully. Even if you don’t want to play politics as I’ve suggested in number one above, sometimes, it’s almost impossible to avoid under certain circumstances.
If one tries to edge his way into favor with you and fails, that person may not miss an opportunity to get his revenge when the time comes. On the other hand, if you play politics with another person, expect to find footprints on your back if you let him walk all over you.
Of course, the complexity and extent of office politics may vary from one company to another. The important point is to be aware of it and make at least a minimal effort not to be deeply involved.