Navigating internal politics and conflict is an ongoing issue that consumes the energy of leaders in all industries, and often leaders like to use their coaches as sparring partners to better understand how to deal with these difficult issues. Of course, the interventions that coaches choose in this case will depend on the needs of the individual coachee, the situation and even the relationship between coach and coachee, but based on my 25 years experience as a coach there are some general considerations which should always be taken into account.
1. Understanding the system
In a coaching session, I often discuss with the coachee/leader what they think, how people are connected, what hierarchies exist, how important these hierarchies are and who the influencers are. It’s helpful to picture the organization as a living ecosystem with its own rules, alliances, and power dynamics. Understanding the system means understanding the decisions that are made, even if sometimes those decisions are not necessarily the ones the leader would have made.
2. Building relationships
Another important coaching discussion around the topic ‘navigating internal politics and conflict’ would be how to build positive relationships with colleagues at all levels, peers, junior colleagues and senior managers. It’s important to consider other colleagues’ concerns in order to put oneself in ‘their shoes’ and connect with their agenda. Getting an understanding of their perspectives is key to building trust; actively taking someone’s perspective also helps to understand the other person’s interests and their (sometimes political) agenda. This should be done ‘in good times’ so that good will can be build up, which often reduces or avoids conflict.
3. Building networks
In their study of leadership networks, Herminia Ibarra and Mark Lee Hunter identify three distinct forms of networking. Operational Networking to carry out assigned tasks more effectively. It involves cultivating stronger relationships with colleagues whose roles define them as stakeholders within the organisation. Personal networking, which can include colleagues outside the organisation and help a leader to have a sparring partner with an outside perspective, and strategic networking will help the leader to drive the change they want. As a coach I would discuss with the respective leader how they can build up these networks as it takes time and effort, but a good network helps to navigating difficult situations, including internal politics.
4. The leader’s own agenda
Finally, in any negotiation there is a need to distinguish personal interests from the interest of the ’cause’ – what is best for the team, the organisation, the industry and even society at large. Sometimes under pressure this bigger picture gets lost and a coaching session can be used to pause, step back and ask these important questions. Coaches also encourage self-awareness. What’s your leadership signature? How do you influence without losing yourself? How staying authentic to continue building trust and sustain impact.
Your own leadership style
Discussing the above issues in a coaching session, i.e. the demands of the system, the leader’s relationship with the people in the organisation, their network and their agenda aligned with responsible leadership, always leads to good reflections on the leader’s own leadership style and how the leader wants to position themselves. Even though as a coach you shouldn’t give recommendations, there is one paradox I always want leaders to consider in a situation they define as political: “Think political but don’t act political” Thinking political often means being able to understand the agenda of others and predict their next moves so that leaders are prepared. Acting politically is usually not sustainable, it is complex and difficult to manoeuvre, especially when self-interest takes over.
Lit: Ibarra, H., & Hunter, M. (2007). How leaders create and use networks. Harvard Business Review, 85(1), 40-47
