Office Politics:
    How to Get What You Want at Work

    Without Backstabbing, Sucking Up, or Getting Fired

    By James Bugden, Career Coach · Senior Recruiter @ Uber

    ·
    45 min read

    Based on "Secrets to Winning at Office Politics" by Marie G. McIntyre, Ph.D.

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    Let me be direct. The #1 reason talented people stall at work is not skill. Politics.

    I've seen this pattern over and over: a smart, hard-working person gets passed over, pushed out, or stuck. Not because they lacked ability. Because they lacked political awareness.

    Most people hear "office politics" and think backstabbing. Sucking up. Scheming.

    This guide is not about any of those things.

    Politics is what happens when people with different goals, interests, and personalities try to work together. You're already playing. Every single day. The question is whether you're playing well or playing blind.

    And there's one rule above all others. McIntyre calls this the Political Golden Rule: never advance your own interests by harming the business or hurting other people. This guide is about winning the right way. Ethical. Strategic. And effective.

    Who this guide is for:

    • You started a new job and want to avoid early political mistakes
    • You're stuck mid-career and don't understand why you keep getting passed over
    • You sense something is off at work but don't know what's happening or how to fix the situation
    • You're dealing with a difficult boss, toxic coworker, or political game you didn't sign up for
    • You want to increase your influence without becoming the person everyone hates

    Marie McIntyre is an organizational psychologist who has coached hundreds of employees, managers, and executives through political messes. Her book, Secrets to Winning at Office Politics, is the most practical guide I've found on this topic. She names what most career advice won't touch.

    This guide gives you the core frameworks from her book, filtered through my experience as a recruiter who watches people either thrive or self-destruct based on their political ability.

    What you'll get:

    • The 5 facts about organizations nobody tells you
    • How to tell if you're a political Winner or headed for trouble
    • The 7 things increasing your influence at work
    • The 8 games people play and how to respond
    • A step-by-step plan to increase your influence
    01

    The 5 Organizational Facts of Life

    The rules of the game most people never learn

    McIntyre calls these the Organizational Facts of Life (OFOL). They're the rules of the game. Most people never learn them. The ones who do have a massive advantage.

    OFOL #1: Organizations Are Not Democracies

    You don't get a vote. Someone above you makes decisions. You carry them out. This is by design. If everyone had to agree before anything happened, nothing would get done.

    OFOL #2: Some People Have More Power Than Others

    This isn't cynical. This is structural. Your CEO has more power than your manager. Your manager has more power than you. The sooner you accept this, the sooner you stop fighting the system and start working within the structure.

    OFOL #3: Virtually All Decisions Are Subjective

    People make decisions based on their values, beliefs, goals, and preferences. Not yours. Two people will look at the same situation and reach opposite conclusions. Both will call their view "objective." Neither is wrong. They're different.

    OFOL #4: Your Boss Has Control Over Much of Your Life

    Your boss affects your pay, your assignments, your reputation, your advancement, and the general quality of your work life. You traded personal control for a paycheck. The deal is the deal.

    OFOL #5: Fairness Is an Impossible Goal

    No absolute standard of fairness exists. Perception drives fairness. Any large decision will trigger someone complaining. Getting worked up about fairness wastes time and energy.

    The takeaway from OFOL #4:

    Instead of worrying about how your boss treats you, start figuring out how to relate to your boss. Managing upward is one of the most important skills you need.

    My Take

    I've interviewed thousands of candidates. The ones who spend the interview complaining about how they were treated "unfairly" at their last job? Red flag. Every time. Not because their complaint isn't valid. Because they focus on grievances instead of goals. The best candidates talk about what they did to change their situation. They talk about the future. Not the past.

    02

    Wishes vs. Goals

    Stop complaining, start planning

    There's a line between wishes and goals. This distinction changes everything.

    Wishes sound like this:

    • "I wish I made more money."
    • "I wish my boss wasn't so difficult."
    • "I wish I got the promotion instead of Susan."
    • "I wish someone would offer me a better job."

    Wishing is passive. Wishing puts the focus on what you want "them" to do. Wishing takes you out of the power position.

    Goals sound like this:

    • "I will develop the skills I need for a higher-paying role."
    • "I will communicate in a more productive way with my boss."
    • "I will ask my manager what I need to do to prepare for the next promotion."
    • "I will update my resume and start looking at roles in my field."

    Goals imply action. Goals put you in control.

    The 5-Step Wish-to-Goal Conversion

    Step 1:

    Define the specific result you want. "I want more money" is vague. "I want a role paying $120K" is specific.

    Step 2:

    Identify the obstacles in your way. Lack of education? Limited career path? Negative perceptions from decision-makers?

    Step 3:

    Figure out what YOU will do to overcome those obstacles. Not what someone else should do. What you will do.

    Step 4:

    Write a goal statement. A goal statement starts with "I," uses an action verb, and describes something specific. Example: "I will research degree programs fitting my work schedule."

    Step 5:

    Take the first step. Then the next one. Big goals feel manageable when you focus on one action at a time.

    My Take

    I've seen people stay stuck for years. Same role. Same complaints. Same lunch group where everyone vents about management. The people who move forward? They stop wishing and start planning. They send the email. They have the conversation. They apply for the job. Wishing costs you nothing. And delivers nothing.

    03

    The 4 Political Types

    Which one are you?

    Four political types exist, based on how your behavior affects your business goals and personal goals.

    Martyr

    Helps the org. Hurts themselves.

    Winner ✓

    Helps the org AND themselves.

    Dimwit

    Hurts themselves AND the org.

    Sociopath

    Helps themselves. Hurts the org.

    The Martyr

    Helps the organization. Hurts themselves.

    Martyrs sacrifice everything for the company. They work the longest hours. They say yes to everything. They never push back. And they end up feeling unappreciated and resentful.

    Some Martyrs are pleasers. They do whatever the boss wants, no matter the cost. Take Emily, a VP of customer service who worked herself into exhaustion trying to meet her CEO's impossible demands. She never pushed back. She never set boundaries. Her reward? She got replaced. By someone who worked fewer hours, had more staff, and got paid twice as much.

    Other Martyrs are crusaders. They fight for a cause they believe in. But their single-minded preaching pushes people away. The influence they seek gets destroyed by their approach.

    The Sociopath

    Helps themselves. Hurts the organization.

    Sociopaths only care about their own needs. They meet personal goals in ways creating problems for everyone else. Short-term, they look like winners. Long-term, their selfishness catches up with them.

    This includes people who steal time by doing nothing all day. People who use personal connections to dodge accountability. And executives who award themselves massive bonuses while the company loses money.

    The Dimwit

    Hurts themselves AND the organization.

    Emotions control Dimwits, not the other way around. The manager who yells at employees until they all quit. The partner who makes inappropriate comments until a lawsuit shows up. The supervisor who berates people until HR investigates.

    Dimwit behavior is self-destructive and harmful to the business. These people don't intend to fail. Anger, anxiety, or impulse runs the show.

    The Winner

    Helps the organization AND themselves.

    Winners deliver results making the business more successful. At the same time, they build their own career, reputation, and network.

    The book profiles Glenn, who joined his company as an accountant and worked his way up to VP of finance. At each step, he learned new things, took on visible projects, delivered results, got to know executives, and built positive relationships. People respected his success because they watched him earn every step.

    The key question: Which type are you? Not on your best day. Under stress. When things go wrong. When your boss makes a decision you hate. When a coworker gets the promotion you wanted.

    My Take

    I've hired all four types. Winners are easy to spot. They talk about what they accomplished AND how they worked with others to do the work. In interviews, I listen for the balance. Results AND relationships. If you've got both, you're a Winner.

    04

    Forget Fairness, Look for Leverage

    One of the most important concepts in the book

    Leverage is your ability to get others to do what you want. Not through force. Not through manipulation. Through positioning.

    Here's a simple example: you want to ask your boss for a raise. Are you more likely to get the raise if (a) you've been loyal for five years or (b) you have another job offer? Your leverage increases when your services are desired elsewhere.

    The Leverage Equation

    In every interaction, there's a leverage equation. Who has more? Who needs what from whom? Winners calculate this accurately. Overestimate your leverage and you set yourself up for a fall. Underestimate yours and you miss opportunities.

    Here's a great example from the book: Marcia threatens to withhold payment from her movers while they still have half her furniture on the truck. Bad timing. The movers had equal leverage. If she waited until everything was unloaded, the equation would have shifted in her favor.

    Common leverage mistakes:

    • Defying your boss because you "shouldn't have to" do something (your boss has more leverage)
    • Complaining about the CEO to the CEO's executive assistant (loyalty is part of the leverage equation)
    • Refusing a direct request from your manager because you disagree with the task. Brian, an engineer in the book, ignored his boss's request for project status updates because he didn't think he should have to do them. He got a lower performance rating and a reduced pay increase. He was shocked. He shouldn't have been.

    The 7 Leverage Boosters

    Seven ways to increase your leverage at work:

    1. The Power of Results

    Deliver outcomes making your organization more competitive. The more dramatic your results, the more leverage you build.

    2. The Power of Knowledge

    Develop deep expertise in your work. Become the person people seek out when they need answers.

    3. The Power of Attitude

    Be the type of person others want to work with. Friendly. Helpful. Cooperative. Keep negative reactions to yourself.

    4. The Power of Empathy

    Try to understand other people's problems. A sympathetic ear builds trust and information.

    5. The Power of Networks

    The more connections you have (inside and outside your organization) the more problems you solve and the higher your leverage.

    6. The Power of Inclusion

    Involve others in your decisions and projects. Build bridges to other functions. Break down silos.

    7. The Power of Detachment

    Don't get too emotionally invested. People who overreact to criticism or suggestions are difficult to work with. Being seen as unbiased and thoughtful increases your influence.

    My Take

    When candidates ask me how to negotiate a better offer, they're asking about leverage. You have the most leverage after they extend the offer and before you accept. Use the moment. But also: leverage isn't a one-time thing. You build leverage every day. Every result you deliver. Every relationship you build. Every problem you solve.

    05

    Allies, Adversaries, and Your Political Network

    The core truth: positive relationships build political capital. When you like people, you want to help them. When you don't, you won't go out of your way. Simple. Your supporters increase your leverage. Your enemies reduce your leverage. If your adversaries outnumber your allies, you're in trouble.

    3 Types of Allies

    Friends

    Colleagues who "click" because of common interests or similar personalities. These happen naturally. But remember: colleagues judge your personality and competence separately. Your office buddy might like you but still think you're not great at your job.

    Partners

    Colleagues whose outcomes are tied to yours. You depend on each other to get results. These come with your job. The key is to treat Partners as allies, not rivals. When Partners compete instead of collaborate, everyone loses.

    Connections

    People you call on when you need information, assistance, or a favor. The more Connections you have, the more problems you solve. But don't overuse them. Too many favors and you wear out your welcome.

    Building Your Network (Even If You're Introverted)

    You don't have to be the most social person in the office. You do need to:

    • Identify the people you need to know. Who makes decisions about your goals?
    • Find ways to interact. Meetings. Lunch. Professional events. A simple conversation about their work.
    • Be someone people want to talk to. Helpful. Competent. Friendly. Predictable in mood.
    • Get outside your comfort zone. Stop hanging out only with people who think like you.
    • Look for shared interests. Common ground personalizes relationships.
    • Be helpful. Offering assistance builds bridges. Every time.

    3 Types of Adversaries

    Not everyone who annoys you is an adversary. An adversary is someone who stands between you and your goals. Three categories:

    Focused adversaries

    Want their own way and see you as an obstacle. Nothing personal. They want the promotion, the assignment, the resources. You're in the way.

    Strategy:

    Find common ground. Show them how you contribute to their success. If you fail to convert them, contain them by increasing your own leverage.

    Emotional adversaries

    Create problems for everyone. Their behavior springs from their own needs, not yours. They throw tantrums, pout, form cliques, or get their feelings hurt.

    Strategy:

    Don't get hooked into their emotions. Stay calm. Stay rational. Don't try to change their personality. Focus on reducing their harmful behavior around you.

    Vengeful adversaries

    Specifically out to get you. Sometimes because of something you did (without knowing). Sometimes because they're wired for conflict.

    Strategy:

    First, examine your own actions. Did you trigger their resentment? If so, try the direct approach: "I don't think our working relationship is going well. I'd like to figure out how to improve things." If they're irrational, focus on containment and protecting yourself.

    My Take

    I tell every new hire the same thing: your first 90 days are about building allies. Not impressing people with how smart you are. Not proving you were the right hire. Building relationships. The people who succeed long-term at any company are the ones with a strong network. The ones who get pushed out? Almost always, they ran out of allies before they ran out of ability.

    06

    The 8 Political Games People Play

    Recognize them before they cost you

    Eight common political games show up in every workplace. Each has a pattern, an emotional payoff for the player, and a countermove for you. Knowing these games helps you spot them early and respond with your brain, not your emotions.

    Every workplace has at least two or three of these running at any given time. You don't have to play. But you do have to recognize what's happening. The worst outcome isn't losing a game. The worst outcome is not realizing you're in one.

    Power Games

    1. The Suck-Up Game

    "I think you're wonderful, so you have to like me."

    The player showers management with compliments and never disagrees. They direct all their energy upward. Colleagues resent them. Management gets filtered information instead of honest feedback.

    In the book, Albert, a district manager, had a motto: "Keeping the boss happy is job one." When his sales staff raised concerns about an unrealistic marketing plan, Albert brushed them off. He'd never question the boss. His team suffered. The plan failed.

    Your move:

    Draw out their real opinions in private. In meetings, ask specific questions requiring honest answers, not flattery.

    2. The Control Game

    "You have no authority over me."

    The player resists direction from others. Some are dominators who want to give the orders. Others are resistors who refuse outside influence over their work.

    Consider Sherry, whose new employee Matt made clear he didn't respect her and believed he should have her job. He argued with her, ignored her requests, and started cultivating her boss by golfing with him on weekends. Sherry avoided the conflict because talking to Matt was unpleasant. This made things worse.

    Your move:

    Don't get sucked into a power struggle. Stand your ground. Address work issues directly. And increase your leverage with management so the equation favors you.

    3. The Shunning Game

    "If you don't fit in, we're going to get you."

    A group punishes someone for being different. The target gets excluded from lunches, conversations, and social events. Nobody admits anything is happening.

    In the book, Darla, a new executive assistant, had a casual style not matching the polished image of the other assistants. They tried to "help" by telling her where to buy clothes and get her hair done. When she laughed off their suggestions, the shunning started. No one stopped by her desk. She ate lunch alone. Nobody admitted anything was wrong.

    Your move:

    Find other sources of support. Build relationships with the friendlier members of the group individually. Try to identify the behavior triggering the shunning (even if the reason seems unfair).

    Ego Games

    Power Games are about control and status within the hierarchy. Ego Games are different. They're about insecurity. The players need to feel special, and they'll make your life worse to get there.

    4. The Superiority Game

    "Aren't you impressed with me?"

    The player brags constantly, controls conversations, and makes sure everyone knows how important they are. Underneath the posturing, they're deeply insecure. In the book, Charlotte hijacked every meeting to talk about her big projects, took calls mid-conversation, and dismissed whatever you needed to discuss. Colleagues learned to stop scheduling time with her.

    In interviews, I spot this within the first two minutes. The candidate who name-drops three executives before I finish my first question. The one who describes every accomplishment in superlatives. Confidence is attractive. Performing confidence is repulsive.

    Your move:

    Don't reward the behavior. Don't ask follow-up questions about their latest achievement. Address problematic behavior directly when the behavior interferes with work.

    5. The Put-Down Game

    "You're obviously an idiot, so I must be brilliant."

    The player makes biting, sarcastic remarks to make others feel stupid. They only feel good about themselves by making someone else feel bad. In the book, George, a manager, interrupted a staff member's presentation after three minutes with "your conclusions are incorrect" and "I used to think you had a mind for strategy, but now I'm not sure you have a mind at all." His staff dreaded meetings.

    I've hired people who quit within a year because of a Put-Down boss. The damage is real. And here's what concerns me most: the Put-Down player rarely gets fired until retention numbers force the issue. By then, the best employees are already gone.

    Your move:

    Don't tremble. Maintain confidence. Get other opinions on your work from mentally healthy people. If this person is your boss, find another job as soon as possible.

    6. The In-Group Game

    "You'd like to be one of us, but you're not welcome."

    Two unequal groups exist. Everyone knows one group is more desirable and the group restricts membership. Nobody talks about the dynamic openly. In the book, nine district managers had quarterly meetings dominated by four senior members. They golfed together the day before, had dinner together, sat on the same side of the table, and always voted as a block. When a new manager unknowingly sat in one of their chairs, the "jokes" didn't stop until he moved.

    Your move:

    Band together with other out-group members to acknowledge the dynamic. Build individual relationships with the more accessible in-group members. Suggest activities mixing the groups.

    Escape Games

    Power Games grab control. Ego Games grab attention. Escape Games dodge responsibility. The players below are either avoiding blame or avoiding work.

    7. The Scapegoat Game

    "This problem was clearly your fault."

    Someone is quickly blamed for a problem with no exploration of other causes. This is especially dangerous when your boss is the player.

    A clothing chain CEO was reviewing a 32% decline in sales. The marketing VP presented data showing customers came into the stores but didn't buy because the merchandise had changed. The CEO (who had personally chosen the new product lines) refused to hear this. He declared the decline an "advertising problem." The facts were irrelevant. Someone needed to take the blame, and the CEO wasn't going to be the one.

    Your move:

    Don't argue. Acknowledge partial responsibility if appropriate. Subtly defend yourself by stating facts. If your boss plays this regularly, invest in CYA (cover your ass) activities.

    8. The Avoidance Game

    "I don't want to do the work, so I'm not going to do the work."

    The player puts off difficult or unpleasant tasks. They use excuses as delaying tactics. Anyone who depends on them suffers.

    In the book, Karen needed a contract from Gerald, the corporate attorney, to close the biggest order of her career. Four weeks passed. Gerald sent three excuses. Then he went silent. The real reason? Gerald hated discussing contracts with the CEO, who quibbled over every clause. So Gerald avoided the entire task while Karen's deal hung in limbo.

    Your move:

    Always get a commitment to a specific date. Offer to help with the difficult part. Make the consequences of delay visible to people with influence.

    07

    How to Commit Political Suicide

    So you avoid doing this

    If you want to destroy your career, here's the recipe: become The Problem.

    The Problem is anyone who consumes too much of management's time and attention. Managers have limited patience. Once someone tips into "Problem" territory, the manager starts fantasizing about how pleasant life would be without the person.

    There's a tipping point. The moment a manager shifts from "this person has some issues" to "I need this person gone." Once you've tipped, every future behavior confirms their negative conclusion. You're in a deep hole. Digging out is extremely hard.

    Anger-based destruction:

    • Complaining: constant negativity about management, coworkers, the company
    • Rebellion: disagreeing with decisions, refusing to follow policies you don't like
    • Confrontation: yelling, cursing, berating people, making them cry

    Anxiety-based destruction:

    • Timidity: afraid to speak up, always capitulating to keep the peace
    • Neediness: constantly seeking reassurance about your work quality
    • Hiding: avoiding interaction, ducking conversations, becoming invisible

    Warning Signs You're in Political Trouble

    Level 1: Something isn't right.

    • Growing uneasiness and angry thoughts about unfairness
    • Colleagues seem distant or evasive
    • Your boss ignores you or makes pointed remarks
    • Your boss has a "serious talk" about your performance
    • The company brings in a personal coach for you (they're investing, but you've got issues)

    Level 2: The future looks questionable.

    • An important assignment goes to someone else
    • You're turned down for promotions more than once
    • Your leverage is slipping after getting a new boss
    • Someone from HR starts checking in with you regularly

    Level 3: Career change ahead.

    • You lose staff, title, responsibilities, or reporting level after a reorg
    • Your boss's boss reinforces a serious talk you already had
    • Layoff rumors are swirling and people avoid eye contact with you

    Political Plastic Surgery: The AMISH Model

    A

    Awareness

    Recognize something is wrong. Seek feedback. Ask questions. Don't wait for the ax to fall.

    M

    Motivation

    Accept you need to change. If you don't think you have a problem, you won't fix anything.

    I

    Identification

    Get specific about what needs to change. "Bad attitude" is too vague. "I interrupt people in meetings and dismiss their ideas" is specific.

    S

    Substitution

    For every behavior you stop, decide what you'll start doing instead. "When I feel angry in meetings, I will take a deep breath and ask a question instead of arguing."

    H

    Habit Replacement

    New habits take time. Expect setbacks. People won't believe the new you immediately. Be patient and consistent.

    My Take

    I've seen talented people get fired from jobs they were great at. Not because the work was bad. Because they became The Problem. The saddest version? People who don't realize the end is coming. They think everything is fine while their manager is already planning their exit.

    If you feel uneasy at work. If your boss has been distant. If assignments are going to other people. Pay attention. Those feelings are data. Act on them before the decision gets made for you.

    If you recognize yourself here, go to Section 10, PATH A for the full action plan.

    08

    The 4 P's of Political Power

    Your framework for increasing influence

    P1

    Power Assessment

    How strong is your leverage position?

    P2

    Performance

    Are your results making the business more successful?

    P3

    Perception

    Do the right people know about your results?

    P4

    Partnerships

    Are you building alliances expanding your reach?

    P #1: Power Assessment

    Evaluate both your position influence (what your job gives you: authority, access, visibility) and your personal influence (what you bring: expertise, attitude, relationships, track record).

    Ask yourself:

    • Do decision-makers know who I am?
    • Do people trust me with information?
    • When I want something, do I usually get the outcome?
    • Would key people go to bat for me?

    P #2: Performance

    The Performance Principle: business results determine your value. You need an ROI mindset. Your organization invested in your position and in you specifically. Do you know what return management expects? Are you delivering more than the minimum?

    Deliver the goods:

    • Understand what's important to your boss (whether you like them or not)
    • Recognize the values of the Power Elite (the executives who run the show)
    • Focus on fundamentals: quality work, deadlines met, commitments kept
    • Be reliable. Be dependable. Those two words should come to mind when anyone thinks of you.

    P #3: Perception

    The Perception Principle: invisible contributions have no political value.

    She tells a story about a teenager who rescues two kids from a burning house. In version one, he carries them out the front door. Crowd cheers. TV reporter interviews him. He gets a scholarship changing his life. In version two, he carries them out the back door. Nobody sees the rescue. No TV report. No scholarship. Same act. Different outcome. Perception matters.

    Categorize your work into four types:

    Starmakers

    High visibility, high importance. Put extra effort here.

    Maintenance

    High visibility, low importance. Don't screw these up.

    Transparent Tasks

    Low visibility, high importance. Find ways to get these into the spotlight.

    Time Wasters

    Low visibility, low importance. Minimize or eliminate.

    Watch the details: Sloppy emails, typos, missed deadlines. Small errors make people assume your other work is sloppy too.

    P #4: Partnerships

    The Partnership Principle: the more people you work with, the more your influence increases.

    Every time you snap at someone, react defensively, or fail to cooperate, you give away a little of your political influence.

    Stretch your tolerance zone. People with different work styles aren't wrong. They're different. The people who annoy you most are often your natural complements. They have strengths you lack. Learn to work with them, and you'll produce better results.

    McIntyre shares the story of Gayle, a stressed-out technical publications supervisor drowning in frustration and anger. After applying the 4 P's, she stopped complaining, started collaborating with product managers, changed her behavior with her boss, and got promoted to director. Her biggest move? She quit her daily lunch group. "The group wasn't a support group," she said. "The group was a bitching club."

    My Take

    The 4 P's apply to your job search too. Power Assessment: do you have the leverage to negotiate? Performance: does your resume show results? Perception: do the right people (recruiters, hiring managers) know about your work? Partnerships: is your network strong enough to surface opportunities? If any of these are weak, focus there.

    09

    Influence Skills: The Winner's Toolkit

    Most people operate on autopilot. They proceed through the day doing whatever comes naturally. Sometimes the approach works. Sometimes not.

    Winners are different. They make conscious, intelligent decisions about their behavior. This is influence. Not manipulation. Not scheming. Conscious choice.

    Self-Management: The Foundation

    Self-observation:

    Watch your own actions and their effects on others. Are people reacting well? Pulling away? Getting defensive? Notice. In the book, Carlton, a new company president, got so lost in thought he walked right past people without seeing them. Employees quickly labeled him arrogant and unfriendly. He wasn't. He was lost in his own head. But perception was reality.

    Self-restraint:

    Your first impulse is not always your best move. In the book, Eileen blurted out "He's a real little dictator, isn't he?" about her new boss within earshot of the entire office. One sentence. Massive damage. The ability to pause before reacting is one of the most valuable political skills you'll develop.

    Selective behavior:

    Once you observe and restrain, you're in a position to choose. What behavior will move you closer to your goal in this specific situation?

    I see self-management failures in interviews constantly. The candidate who badmouths their former boss. The one who interrupts me three times in five minutes. The one who checks their phone during the conversation. These are autopilot behaviors. And they kill your chances before the conversation gets interesting.

    Direct vs. Indirect Influence

    Think of influence as a continuum. On one end: direct influence (persuading, asserting, ordering). On the other: indirect influence (observing, asking, listening).

    Most people overuse one side. Ralph, a training manager in the book, talked nonstop. He gave his opinion on everything, told people what to do, and dominated every discussion. His staff tuned him out. Vickie, a quiet specialist, relied entirely on asking questions and listening. She never stated her own position. People ignored her too.

    The best influencers use both sides. They know when to make a bold case and when to shut up and listen. They know when to act fast and when to wait for the perfect moment.

    McIntyre's colleague Carl demonstrated this perfectly. In a heated daylong meeting where everyone was arguing, Carl barely spoke. He observed. He waited. Hours in, when the group was exhausted and stuck, Carl made one calm, precise observation. The debate ended. Problem solved. Carl had mastered the art of the perfect moment.

    The influence skill I see missing most often in interviews? Listening. Candidates who listen to the question, pause, and give a thoughtful answer stand out. Candidates who launch into a rehearsed monologue before I finish my sentence? They tell me they won't listen to their manager, their team, or their customers either.

    Managing Up, Across, and Down

    10

    Your Political Game Plan

    Stop, Start, Continue

    Here's where everything in this guide becomes action. Not theory. Not concepts. Specific steps based on your situation right now.

    Step 1: Find Your Starting Point

    Use the decision tree below. Start at the top. Follow the path matching your situation.

    Decision Tree: Find Your Starting Point

    Are you in political trouble right now?

    (Boss is distant, assignments going elsewhere, HR checking in)

    YES
    Are you seen as
    "The Problem"?
    YES

    PATH A

    Emergency Repair

    NO
    Is someone
    blocking you?
    YES

    PATH B

    Adversary Mgmt

    NO

    PATH C

    Energy Redirect

    NO
    Do you know what you
    want from your career?
    NO

    PATH D

    Goal Clarity

    YES

    PATH E

    Build Political Power

    📋

    Quick Reference: The Office Politics Cheat Sheet

    The 5 Organizational Facts of Life

    1. Organizations are not democracies
    2. Some people have more power than others
    3. Virtually all decisions are subjective
    4. Your boss has control over much of your life
    5. Fairness is an impossible goal

    The 4 Political Types

    1. Martyr - helps the org, hurts themselves
    2. Sociopath - helps themselves, hurts the org
    3. Dimwit - hurts themselves AND the org
    4. Winner - helps the org AND themselves

    The 7 Leverage Boosters

    1. Results - deliver outcomes making a difference
    2. Knowledge - become the go-to expert
    3. Attitude - be someone people want to work with
    4. Empathy - understand other people's problems
    5. Networks - build connections inside and outside
    6. Inclusion - involve others in your decisions
    7. Detachment - don't overreact to criticism

    The AMISH Model

    1. Awareness - recognize something is wrong
    2. Motivation - accept you need to change
    3. Identification - get specific about what to change
    4. Substitution - replace bad behaviors with good ones
    5. Habit Replacement - practice until the new behavior sticks

    The Political Golden Rule

    Never advance your own interests by harming the business or hurting other people.

    The 4 P's of Political Influence

    1. Power Assessment - evaluate your leverage position
    2. Performance - deliver results with an ROI mindset
    3. Perception - make your work visible to decision-makers
    4. Partnerships - build alliances expanding your influence

    Final Word

    Politics isn't dirty. Playing blind is.

    The frameworks in this guide work. The 5 Organizational Facts of Life. The 4 Political Types. The 7 Leverage Boosters. The 8 Games. The 4 P's. Stop, Start, Continue. These are tools. Use them.

    The people who succeed at work are not the most talented. They're the most aware. They see the game. They build the relationships. They deliver results AND make those results visible. They manage up, across, and down. And they never advance their own interests by harming the business or hurting other people.

    Start with Section 10. Find your path. Write your plan. Take the first step this week.

    →

    Additional Resources

    Keep levelling up your career

    The Book

    Secrets to Winning at Office Politics: How to Achieve Your Goals and Increase Your Influence at Work by Marie G. McIntyre, Ph.D.

    Related Reading

    • • Emotional Intelligence by Daniel Goleman
    • • The Seven Habits of Highly Effective People by Stephen Covey
    • • Leading Quietly by Joseph Badaracco
    • • Talking from 9 to 5 by Deborah Tannen

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