Politics exists in every workplace — whether we acknowledge it or not. It’s the subtle art of navigating power, perception, and influence that shapes how decisions are made and whose voices are heard. For a long time, I viewed office politics as something negative, something to avoid. But over time, I’ve learned that managing politics isn’t about manipulation — it’s about awareness, empathy, and strategic communication.
When I first stepped into a leadership role, naively, I thought the hardest part would be managing tasks. I was wrong. The hardest part was managing people — and not just my team, but those above and around me too.
As an individual contributor, your biggest challenge is often managing up — aligning your work with expectations, proving your value, and ensuring your voice is heard. I was good at that. That’s why I excelled as an individual contributor; my work spoke for itself.
But in that journey, the equation changes. Managing up is just one piece — you also need to master managing across and down. And that’s where things get complex, because in those spaces, your influence matters more than your output.
And sometimes, influence comes with drama.
That’s the reality no one tells you — politics is easy to analyse from the outside, but harder to stomach when you’re in it.
I’ve seen colleagues turn competitive. I’ve experienced how personal agendas can cloud teamwork — once even watching a peer sabotage my success simply because she had her eyes on my seat. It’s a reminder that leadership isn’t just about skill; it’s about stamina — emotional, political, and moral.
Leading wasn’t just about distributing tasks. It was about understanding your team — what drives them, what holds them back, and when to step in or step aside.
That experience taught me that leadership is rarely about being liked. It’s about being anchored.
Recently I joined a Speed Mentoring programme that gave me the chance to sit one-on-one with top management. Those brief but powerful conversations left me with three truths I carry to this day:
- Build alliances. As a leader, you cannot walk alone. Relationships are your real infrastructure.
- Fake it till you make it. You don’t need to know everything, but you do need to learn it all — quickly.
- Have clarity. Always cover your bases, because clarity protects you when perception fails you.
Those lessons reshaped how I view leadership. It’s not about being flawless — it’s about being adaptable, teachable, and surrounded by the right people.
Over time, politics that used to frustrate me, taught me that it is not inherently bad — it’s how you play it that defines you.
As a leader, you don’t just navigate politics for yourself; you carry your team through it. You defend them, represent them, and sometimes, shield them from the undercurrents that run deep. You become their voice — even when yours is shaking.
And that’s when leadership starts to feel heavy. Because you’re not just managing outcomes; you’re managing trust.
After all that, I asked myself: Do I still want to be a leader in my next role?
My answer is a definite yes.
Because despite the politics, the pressure, and the people problems, I still believe leadership is a privilege. It’s a space where you can build culture, protect values, and empower people to do work that matters. It’s where you learn that leadership isn’t about being in charge — it’s about taking responsibility when it counts most.
But here’s the twist — while I’m ready for my next leadership role, I’m also not shying away from an individual contributor role.
This journey has made me empathise with the challenges my past managers faced and enlighten me what else I can do to add more value as an individual contributor in the future.
Managing people is a lot of work — it’s not just about assigning tasks or giving directions. It’s about guiding personalities, managing conflicts, and constantly balancing compassion with accountability.
So, if the next chapter places me back as an individual contributor, I’ll walk into it with new eyes — with empathy, awareness, and a deeper respect for what leadership truly demands.
And if I am back to being a leader – God knows I will be ready for it too.
Not because I have all the answers — but because I’ve lived the questions. I’ve seen what leadership looks like when it’s lonely, messy, and thankless. I’ve stood my ground when it was easier to stay silent. I’ve learned that real leadership doesn’t demand perfection; it demands courage, clarity, and conviction.
I am ready to lead again — this time, with sharper awareness, stronger boundaries, and a deeper sense of purpose.
Because the world doesn’t need more bosses. It needs more leaders who learn — and that’s the kind of growth I’m still choosing, one lesson at a time.
Carpe diem. 😊
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