The ability to navigate the informal networks, power structures, and diverse interests within an organisation in an ethical, effective, and respectful way. It involves building trust, reading people and situations astutely, adapting communication styles, and securing support for initiatives without manipulation
“I am increasingly convinced that people who have power are not necessarily smarter than others. Beyond a certain level of intelligence and level in the hierarchy, everyone is smart. What differentiates people is their political skill and savvy.” Jeffrey Pfeffer
Barriers to political savviness
Low awareness of others: Politically savvy leaders can gauge the motivations, interests, and unspoken goals of others. Leaders who miss these cues often fail to align their strategies with the needs or ambitions of influential stakeholders.
Too direct: Being overly candid can be abrasive or insensitive, leading to unintended conflicts or misunderstandings, especially when diplomacy is required.
Misconception of political savvy: Some leaders misunderstand political savvy as manipulative or underhanded rather than as a skill for building alliances and consensus. This view limits their willingness to engage with it positively.
Impatience: Leaders who lack patience for procedural norms or due process may disregard essential channels, leading to resistance or backlash from others who value structure.
Low interpersonal skills: Effective political navigation requires strong interpersonal abilities. Leaders struggling with empathy, active listening, or flexibility may find engaging diverse perspectives and viewpoints challenging.
Poor negotiation skills: Politically astute leaders are skilled negotiators who find ways to meet mutual interests. Those without these skills often miss opportunities for compromise, leading to avoidable conflicts or lost support.
Resistance to ‘playing the game’: Rejecting political dynamics outright, some leaders may view themselves as ‘above’ office politics, which can isolate them and make them appear detached or naïve to colleagues who see politics as a necessary part of organisational life.
Too one-sided: Leaders viewed as overly partial to one team, idea, or perspective can be seen as unbalanced. This perception can hinder their ability to gain support from others who feel underrepresented.
Over-action-oriented: Leaders highly focused on rapid action may struggle to slow down and consider the political landscape, often overlooking the importance of gaining buy-in and managing relationships.
Egocentric: Leaders with a narrow view centred around their own experiences or values may lack the flexibility to appreciate or engage other cultural or organisational perspectives, limiting their influence and effectiveness across diverse groups.
“It is the nature of physics to hear the loudest of mouths over the most comprehensive ones.” Criss Jami
Enablers of political savviness
Keep building integrity: Cultivate a reputation for integrity by consistently aligning your actions with your values and keeping commitments. Political savviness starts with being seen as trustworthy—avoid self-serving behaviours and build a positive reputation.
Be adaptive: Political savvy means reading each situation and adapting accordingly. Work from the outside in: Assess the needs, personalities, and preferences of those involved and choose an approach that best aligns with their expectations.
Engage after preparing: Test your concepts in advance when presenting ideas to senior management. Discuss your proposals individually with key stakeholders, especially sceptics, to refine your approach and gather support. This shows that you value input.
Map the landscape: Savvy leaders understand the dynamics of their organisation. Identify who holds influence, who facilitates resources, and who can expedite processes. This knowledge helps you navigate the political landscape smoothly and get things done effectively.
Tailor your messages: Recognise that people and groups have unique perspectives and preferences. Observe and learn what drives others, and tailor your approach accordingly. This sensitivity to others’ needs and reactions helps you make the right impact without coming across as overly rigid or one-dimensional.
Read non-verbal cues: Political savvy often means interpreting subtle, non-verbal signals. Pay attention to body language in meetings—fidgeting, crossed arms, or lack of eye contact can indicate disengagement. Use these signals to check in and keep discussions on track, showing that you value everyone’s input.
Navigate extreme points of view: Strong opinions can alienate others. Start by presenting ideas tentatively and making room for others to respond. Make the business case before delving into specifics, and avoid extreme statements that might cause unnecessary resistance.
Build bridges: Engage objectively with groups you may find challenging. Set aside personal biases and seek to understand their goals and constraints. Find common ground to create mutually beneficial relationships and establish reciprocity in interactions.
Focus on the problem: When conflicts arise, keep discussions focused on the issue rather than personal attributes. Avoid blame, and instead describe the problem and its impact on objectives. This approach keeps political tensions manageable and fosters collaborative problem-solving.
Be ready to pivot: Always have a plan, but be ready to adapt if things change. Politically savvy leaders are flexible and prioritise outcomes over rigid adherence to a single approach. Anticipate potential shifts and maintain a backup plan to stay resilient under unexpected circumstances.
“At Harvard, the strong and savvy and confident thrived, while the nice or shy or quaintly moral were just bit players. In Ysleta, you believed in God because you were poor and needed something to hold on to. At Harvard, you believed in your good luck or bad luck, in all-nighters, in your political savvy.” Sergio Troncoso
Reflection questions on politically savviness
How well do you think others trust you as a leader? What specific actions have you taken recently to build trust within your team or organisation? Are there any behaviours you feel may detract from others’ confidence in you?
How adaptable are you in different situations and with different audiences? Do you have any tendencies to rely on one style that may not suit all situations? How might adapting your approach help you build stronger relationships?
When preparing to present an idea, do you seek input from others first? Who are the key people you could speak to before sharing your ideas more broadly? How do you approach the sceptics in your audience, and what do you learn from their feedback? What could you gain by incorporating feedback from those who may have different perspectives?
How familiar are you with the influence networks and key players in your organisation? Who are the gatekeepers or influencers you rely on to get things done? Do you fully understand how resources, information, and decisions flow within your organisation? How might mapping this out help you work more effectively?
How well do you tailor your approach to different individuals or groups? How well do you know the motivations and priorities of those you work with? Have you considered how your tone, style, and messaging might differ depending on your audience?
How effectively do you read and respond to non-verbal cues in conversations? How attentive are you to body language in meetings, especially signs of disengagement or discomfort? What do you typically do if you notice someone seems withdrawn or resistant?
Are you inclined to approach situations with a balanced, open perspective? How do you usually present your ideas—do you give room for others to respond or build upon them? What have you noticed about the outcomes when you begin with a more flexible, business-focused approach?
How do you work with those you may find challenging or different from yourself? How often do you try to understand what they’re trying to achieve? What could you do to create mutual benefits or build reciprocity with those groups?
When dealing with conflicts, do you focus on the problem rather than the person? How do you typically approach conflicts—do you focus more on individuals or the underlying issues? In situations where you disagree, are there procedural steps or small agreements you can make?
Do you have a plan B for times when things don’t go as planned? How flexible are you when unexpected challenges arise? What additional approaches or options could you consider if your first strategy doesn’t work?
“Those who are too smart to engage in politics are punished by being governed by those who are dumber.” Plato
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