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7 Habits To Win In Office Politics

Office politics - a taboo word for some people. It’s a pervasive thing at the workplace. In it’s simplest form,
office politics is simply about the differences between people at work; differences in opinions, conflicts of
interests are often manifested as office politics. It all goes down to human communications and relationships.

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There is no need to be afraid of office politics. Top performers are those who have mastered the art of winning
in office politics. Below are 7 good habits to help you win at the workplace:


The most common reactions to politics at work are either fight or flight. It’s normal human reaction for survival
in the wild, back in the prehistoric days when we were still hunter-gatherers. Sure, the office is a modern
jungle, but it takes more than just instinctive reactions to win in office politics. Instinctive fight reactions will
only cause more resistance to whatever you are trying to achieve; while instinctive flight reactions only label
you as a pushover that people can easily take for granted. Neither options are appealing for healthy career

Winning requires you to consciously choose your reactions to the situation. Recognize that no matter how bad
the circumstances, you have a choice in choosing how you feel and react. So how do you choose? This bring
us to the next point…


When conflicts happens, it’s very easy to be sucked into tunnel-vision and focus on immediate differences.
That’s a self-defeating approach. Chances are you’ll only invite more resistance by focusing on differences in
people’s positions or opinions.

The way to mitigate this without looking like you’re fighting to emerge as a winner in this conflict is to focus on
the business objectives. In the light of what’s best for the business, discuss the pros and cons of each option.
Eventually, everyone wants the business to be successful; if the business don’t win, then nobody in the
organization wins. It’s much easier for one to eat the humble pie and back off when they realize the chosen
approach is best for the business.

By learning to steer the discussion in this direction, you will learn to disengage
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At work, there are often issues which we have very little control over. It’s not uncommon to find corporate
policies, client demands or boss mandates which affects your personal interests. Bitching and complaining are
common responses to these events that we cannot control. But think about it, other than that short term
emotional outlet, what tangible results do bitching really accomplish? In most instances, none.

Instead of feeling victimized and angry about the situation, focus on the things that you can do to influence the

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situation - your circle of influence. This is a very empowering technique to overcome the feeling of
helplessness. It removes the victimized feeling and also allows others to see you as someone who knows how
to operate within given constraints. You may not be able to change or decide on the eventual outcome, but
you can walk away knowing that you have done the best within the given circumstances.

Constraints are all around in the workplace; with this approach, your boss will also come to appreciate you as
someone who is understanding and positive.


In office politics, it is possible to find yourself stuck in between two power figures who are at odds with each
other. You find yourself being thrown around while they try to outwit each other and defend their own position.
All at the expense of you getting the job done. You can’t get them to agree on a common decision for a
project, and neither of them want to take ownership of issues; they’re too afraid they’ll get stabbed in the back
for any mishaps.

In cases like this, focus on the business objectives and don’t take side with either of them - even if you like
one better than the other. Place them on a common communication platform and ensure open communications
among all parties so that no one can claim “I didn’t say that”.

By not taking sides, you’ll help to direct conflict resolution in an objective manner. You’ll also build trust with
both parties. That’ll help to keep the engagements constructive and focus on business objectives.


In office politics, you’ll get angry with people. It happens. There will be times when you feel the urge to give
that person a piece of your mind and teach him a lesson. Don’t.

People tend to remember moments when they were humiliated or insulted. Even if you win this argument and
get to feel really good about it for now, you’ll pay the price later when you need help from this person. What
goes around comes around, especially at the work place.

To win in the office, you’ll want to build a network of allies which you can tap into. The last thing you want
during a crisis or an opportunity is to have someone screw you up because they habour ill-intentions towards
you - all because you’d enjoyed a brief moment of emotional outburst at their expense.

Another reason to hold back your temper is your career advancement. Increasingly, organizations are using 360
degree reviews to promote someone.

Even if you are a star performer, your boss will have to fight a political uphill battle if other managers or peers
see you as someone who is difficult to work with. The last thing you’ll want is to make it difficult for your boss
to champion you for a promotion.

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The reason people feel unjustified is because they felt misunderstood. Instinctively, we are more interested in
getting the others to understand us than to understand them first. Top people managers and business leaders
have learned to suppress this urge.

Surprisingly, seeking to understand is a very disarming technique. Once the other party feels that you
understand where he/she is coming from, they will feel less defensive and be open to understand you in
return. This sets the stage for open communications to arrive at a solution that both parties can accept. Trying
to arrive at a solution without first having this understanding is very difficult - there’s little trust and too much


As mentioned upfront, political conflicts happen because of conflicting interests. Perhaps due to our schooling,
we are taught that to win, someone else needs to lose. Conversely, we are afraid to let someone else win,
because it implies losing for us.

In business and work, that doesn’t have to be the case.

Learn to think in terms of “how can we both win out of this situation?” This requires that you first
understand the other party’s perspective and what’s in it for him. Next, understand what’s in it for you. Strive
to seek out a resolution that is acceptable and beneficial to both parties. Doing this will ensure that everyone
truly commit to the agree resolution and not pay only lip-service to it.

People simply don’t like to lose. You may get away with win-lose tactics once or twice, but very soon, you’ll
find yourself without allies in the workplace. Thinking win-win is an enduring strategy that builds allies and
help you win in the long term.

Are there any other habits that you think need to be included here? Please share in the comments.

(photo by shiner.clay)
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About Author: Lawrence Cheok writes about living a balanced life and provides tips to improve your career,

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relationships and money at A Long Long Road. Other than writing, Lawrence does business development and
project management in his day job.
Author: Lawrence Cheok
Posted: Thursday, January 24th, 2008 at 8:30 am
Tags: career, conflict_resolution, Management, office_politics
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1. Steve says on:

January 24th, 2008 at 11:11 am

I think the author of this article Lawrence Cheok should give credit Stephen Covey, author of the classic
“7 Habits Of Highly Effective People”. If what Cheok had to write was any closer to Covey’s ideas they
would verbatim quotes.

There is nothing wrong with that and I do not mean any offense. I am not a fan of reinventing the wheel
and bring people’s attention to time proven advice is a useful thing to do. I just think credit should be
given where credit it is due.

2. Geraldine says on:

January 24th, 2008 at 12:47 pm

Steve’s right - this is pure Covey. Covey himself does say that he didn’t invent the habits, but the
collection of 7, along with their titles was obviously a huge influence here. Credit where it’s due please!

3. Lawrence Cheok says on:

January 24th, 2008 at 8:00 pm

@Steve, @Geraldine,

You’re right, thanks for pointing that out.

Many of these points are “spin-offs” from Covey’s 7 habits, and that was my intention from the start.
I’ve applied the 7 habits in the context of workplace politics, because I’ve seen and believe how useful it
can be.

That’s is no intention to hide this, as can be seen from the title of this article. If that was the impression
given, my apologies.

Having said that, timeless principles as Covey’s applies to many context, and it’s not uncommon to find
same themes repeated. This article is my work and translation of these principles into the workplace.
You won’t find these words in Covey’s book.

I hope this helps.

4. Leisureguy says on:

January 24th, 2008 at 9:01 pm

Purely Covey. Full acknowledge should have come in the first paragraph.

5. Reg Adkins says on:

January 25th, 2008 at 2:38 pm

Don’t sweat it Lawrence. The implication is absolutely clear to anyone who read your title which clearly
incorporates the phrase “7 Habbits.”

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6. Lawrence Cheok says on:

January 26th, 2008 at 4:15 am

@Reg Adkins, thanks for the understanding.

My intention of writing is article is to help people struggling with office politics; I have no wish to be
further sidetracked on the discussion about credits.

If I’m to be faulted, I have overlooked to mention this in the first place. I’ve learned and I thank readers
for this lesson.

So let’s move on…

My only hope is that readers benefit from these words - that’s it.

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