It harks back to human nature and the sociology of group dynamics. People’s personalities, emotions, needs, fears and motivations are complex. Fundamentally, we typically want to belong, have a sense of worth and achieve.

Below we take a closer look at whether you should be concerned about office politics at your workplace and the plan you can put in place to help address any issues. 

Should you be worried about office politics in your workplace?

The answer is yes. Office politics gives insight into your underlying organisational culture – that is, the general “vibe” or midpoint of the collective mindset of how people perceive or experience your workplace. Office politics cause stress, decrease job satisfaction and increase intent to leave an organisation. Replacement costs can be high and employee turnover can impact the culture even more. On the flipside, studies show that a positive culture significantly improves organisational success.

Office politics can also be a form of workplace bullying, which occurs at high rates in New Zealand. It therefore needs to be managed.

Is there a silver lining?

Where you can confidently say office politics exist in your business, it is a clear and definitive way to know you have an issue with workplace culture and do something about it. Listen to the feedback, even if it feels like gossip, and make an action plan.

What to do about it?

Developing a plan isn’t as complex as it sounds. While it’s not necessarily a quick fix with one solution, there are usually some easy wins. The saying ′′culture is a thousand little things done right′′ is true. It’s like losing weight or getting fit – you don’t necessarily see instant change but over time, you notice undeniable improvements. Change needs to be woven into everything you do. Initiatives can include:

• Transparent communication – openly communicate on all sorts of matters that may have been behind closed doors. This removes ammunition for would-be office politicians.
• Clear expectations – provide clear and objective performance deliverables, clear career pathways, and transparent rewards.
• A sense of belonging – it might sound fluffy, but a sense of belonging is powerful (read Owen Eastwood’s book “Belonging”.) Developing connections enhances productivity, performance and engagement.
• Clear and unbiased HR practices – start with how you onboard people, ensuring the above points are all in place from the outset.
• Understanding the culture and behaviours you are reinforcing versus the ones you want to reinforce. Talk and live to the values and hold others to account.
• Deal with performance matters or conduct assertively – there is nothing worse than losing high performers because you looked the other way with team members who weren’t cutting it. Occasionally, there can be a ringleader. Be proactive and do something about it.
• Have your senior leadership team and managers on board – remember, people don’t leave jobs, they leave managers. Your team needs to believe in your approach and lead from the front in terms of the actions.
• Consistent leadership and management behaviour – this ensures favouritism is squashed.
• Quash gossip or rumours immediately. This might require having an upfront and tricky conversation, but it's worth it. Go to the source and address the matter.

Office politics rarely disappear on their own, but with intention, courage and consistency, workplaces can become more transparent, respectful and healthier for everyone. The key is to start somewhere and start now. Pick two or three practical actions you can implement. If you need help with your HR practices or embedding a culture shift, please contact one of our organisational development specialists.