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0 “When the roots of a tree begin to decay, it spreads death to the branches.” — Akan Proverb
I did not decide to write about organisational politics because it is hip. I am writing this because of a conversation that has refused to leave my mind.
A few months ago, at one of the institutions where I was serving, a young senior officer walked into my office. Dzidulah. Sharp mind. MBA holder. Strong track record. As a Marketer, he had exceeded his KPIs consistently and built solid relationships across teams. On paper, he was doing everything right. But that afternoon, he did not look like the confident professional I know. He looked unsettled. Almost betrayed. He sat down, paused for a moment and then asked quietly, “Manny… is it my performance, or is it politics?”
That question took me back through my own journey. I have worked at four different institutions across banking, energy, communications, and insurance. Different sectors. Different cultures. Different leadership styles. But one constant reality I have come to accept is that wherever human beings gather around structure, resources, and ambition, politics will live there. The case that compelled this reflection.
In one of the institutions I served in 2014, a restructuring exercise was announced. Officially, it was about operational efficiency. Unofficially, everyone knew influence would play a role in who survived and who did not.
Two Senior Managers were up for one critical role. Both competent. Both experienced. One had strong technical expertise and stayed mostly within his department. The other was equally capable but had invested years in building cross-functional alliances. He understood informal influence. He knew how decisions were shaped long before meetings were called.
When the final decision was announced, the technically stronger candidate was overlooked. The office buzzed with whispers. “Politics,” people muttered, which I vividly recall as if it did happen just a few days ago.
But here is the hard truth: politics did not suddenly appear. It has always been there. One candidate understood the ecosystem. The other believed, or probably was innocent, that performance alone would be sufficient.
As an HR Practitioner, I had access to the full picture. The decision at the time was not entirely unfair. It was not entirely clean either. C’est la vie! Human world indeed.
That experience deepened my conviction. Organisational politics is not a rumour. It is a system of influence operating alongside formal structures.
In banking, I saw how information control shaped power. Those who sat close to credit or risk committees or even the back office often influenced outcomes beyond their job descriptions.
In the energy sector, where capital projects ran into millions of dollars, influence was subtle but decisive. Technical proposals were strong, but timing, alignment with executive priorities, and stakeholder backing often determined approval.
In the communications agency, speed was everything. Innovation moved fast. But even there, product presentations were not just about feasibility. They were about which executive sponsored the idea.
In insurance, where compliance and trust were paramount, politics played a role in succession planning. Who was perceived as “ready”? Who was seen as “loyal”? Who had visibility beyond their unit?
Across all these sectors, one simple truth emerged: politics is the informal network that sits beneath the formal organogram.
Politics thrives because resources are limited. Promotions are limited. Budget allocations are limited. Recognition is limited. When there are more qualified people than available opportunities, influence becomes the price.
It also thrives where communication is unclear. When leadership does not clearly define criteria for decisions, people create their own interpretations.
And more importantly, humans are complex creatures. We are driven by ambition, fear, loyalty, ego and survival instincts. Organisations are not machines. They are emotional ecosystems.
In many African settings and even in our homes, relationships have always shaped leadership decisions. Influence is often relational before it becomes positional. That cultural reality does not disappear at the office gate.
One of the most common and costly career mistakes I have observed is the belief that “my work will speak for itself.” Hard work is essential, no doubt. But work does not speak in boardrooms unless someone understands it, interprets it and advocates for it.
And for those of us who share a strong faith, we sometimes add, “God will fight for me.” Faith is powerful. It gives strength and direction. But even faith does not conceal responsibility. Excellence must be seen, understood and positioned. Otherwise, it remains admirable but unnoticed.
In the insurance space, I have engaged high performers who felt betrayed because they ignored organisational dynamics. They saw politics as dirty. So they stayed away from conversations, declined informal engagements and avoided strategic visibility. Unfortunately, absence creates vulnerability.
Understanding politics is not the same as endorsing manipulation. There is ethical navigation, and there is toxic scheming. The difference lies in intention and method.
To begin with, cultivate awareness. Observe before acting. Every organisation has formal rules and unwritten rules. Learn both. Who influences budget approvals? Who shapes executive opinions? Where are decisions truly made?
Secondly, build authentic relationships. Do not wait until you need support to start connecting. Relationships built in calm seasons become protection in turbulent seasons.
Also, guard your integrity fiercely. I have seen careers rise quickly through manipulation and collapse just as fast. Reputation, once damaged, is difficult to repair. Influence built on competence and trust lasts longer than influence built on fear.
Again, document professionally. In politically sensitive environments, selective memory is common. Clear documentation protects clarity and ensures accountability without turning you into an antagonist.
Seek mentorship, one cardinal principle in HR Practice. Some dynamics are invisible until someone experienced points them out. Mentors shorten your learning curve.
And sometimes, the bravest decision is exit. I have seen brilliant professionals remain in toxic climates out of fear. Over time, their confidence eroded. Their health suffered. No position is worth losing your dignity or mental stability.
Leadership determines whether politics becomes constructive or destructive. If leaders reward loyalty over competence, secrecy over transparency and favouritism over fairness, the roots begin to decay. Once the roots are compromised, the branches suffer. Engagement drops. Trust weakens. Productivity declines quietly before it collapses visibly.
But when leaders define clear criteria, communicate decisions transparently, and hold themselves accountable, politics becomes healthier. Influence will still exist, but it will not suffocate merit.
As HR professionals, our role is very delicate. We cannot eliminate politics. But we can design systems that reduce unhealthy manoeuvrings. Clear performance metrics. Transparent succession planning. Consistent disciplinary processes and constant open communications. These are not just compliance tools; they are political stabilisers.
To sum up, after listening to that young senior officer, I told him something I wish someone had told me early in my career: “Understand the game, but do not lose yourself in it.”
Organisational politics is not a storm that will pass. It is part of the climate. The astute professional studies the weather patterns, prepares accordingly and moves with strategy.
Because at the end of the day, it is not about being the loudest player. It is about being the most grounded.
When the roots are strong, the tree can survive many seasons. But when the roots decay, no amount of polishing the branches will save it.
And that is why we must speak about politics openly, not in whispers, but with wisdom.
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Charles Manuel – Korblah is a Human Resources Professional and Workplace Culture Advocate with over a decade of progressive experience in corporate practice across diverse industries.
He holds an MBA in Human Resources Management from the University of Ghana Business School and is an Affiliate Member of the Association of Certified HRs Ghana (ACHR).
In addition to his HR credentials, he also holds a Bachelor of Laws (LLB), further strengthening his competence in governance, compliance and workplace regulatory matters. Contact: Email: mackorbs@gmail.com / manuelcharles86@gmail.com
