Latest / The Internal Move Podcast with Fexingo: Lateral Roles, Internal Transfers, and Staying at Your Company / How an Internal Transfer Can Help You Navigate Office Politics
Transcript
- Lucas: You know, Luna, I was talking to a friend last week — she's a marketing manager at a big consumer goods company, been there about four years. She told me she's thinking about leaving, not because of the work or the pay, but because she feels like she's constantly getting outmaneuvered in meetings by a colleague who takes credit for her ideas. Luna: That's brutal. And it's not exactly something you can put in a resignation letter — 'leaving due to credit theft.' Lucas: Right. And I asked her — have you considered an internal transfer? Because office politics is one of those things people think you just have to endure or quit over. But a lateral move inside the same company can actually reset your political landscape. Luna: Yeah, that's a smart angle. And it's something we haven't really dug into on the show before. So let's talk about how you use an internal transfer to navigate politics — not just escape them, but come out ahead. Lucas: Exactly. And look, if this episode helps you think through a tricky situation at work — maybe it's worth the price of a coffee to you? We keep the show ad-free thanks to listener support. If you find value in what we do, you can toss a few dollars our way at buy me a coffee dot com slash fexingo. No pressure, just a low-key way to keep the lights on. Luna: Yeah, we really appreciate it. Every contribution helps us keep producing these deep dives. Lucas: Alright, back to the politics playbook. So my friend — let's call her Sarah — she's in marketing, but the person taking credit is in brand strategy, same department. She feels stuck because complaining to the boss might backfire. I told her: the first step is to map the political landscape of the whole company, not just your team. Luna: What does that mapping look like in practice? Lucas: It's like a mini org chart, but with influence lines. Who has informal power? Who gets invited to key meetings? Where are the rising stars? In Sarah's case, she noticed that two directors in product development have a lot of sway, and they're looking for someone with marketing insight. That's an entry point. Luna: So the transfer isn't just about leaving a bad situation — it's about moving toward a better power structure. Lucas: Exactly. And the timing matters. You don't want to make a move when you're in the middle of a political firefight — that looks like you're running away. Better to wait until things are calm, or even after you've had a small win that you can point to. Sarah had just led a successful campaign, so her credibility was high. Luna: That's a good point. If you transfer right after a conflict, it can seem like you're fleeing. But if you frame it as a growth opportunity — 'I've learned a lot in marketing, now I want to understand product from the inside' — that's a much stronger narrative. Lucas: Right. And that framing is crucial when you talk to your current manager. You never want to say 'I'm leaving because I can't stand So-and-so.' Instead, you say 'I've really enjoyed working with you, and I see a chance to broaden my impact in product. I think it'll make me more valuable to the company long-term.' Luna: Interesting. So you're basically managing up while managing out. But what if the manager gets defensive? Some managers see a transfer as a rejection. Lucas: That's a real risk. That's where cultivating allies in the target department beforehand is key. If you've already built relationships there — maybe through a cross-functional project or even just coffee chats — then when you apply, those people can advocate for you. It's not just you asking; it's a team saying 'we want her.' Luna: So the political work starts before the transfer even becomes official. You're building a coalition. Lucas: Exactly. And here's a concrete number: LinkedIn did a survey in 2025 of internal movers — people who changed roles inside their company — and 62 percent said their political standing improved within six months of the move. That's a huge majority. The fresh start resets old dynamics. Luna: But I imagine not all moves are equal. If you transfer into a department that's equally toxic, you've just moved your problem somewhere else. Lucas: Yeah, you have to do your homework. Talk to people who've worked there. Check if the manager has a reputation for hoarding credit. Look at turnover rates. One tip: ask the hiring manager 'what does success look like in this role?' If they can't articulate it clearly, that's a red flag. Luna: That's smart. And it ties back to the mapping we talked about. You're not just looking for any open role — you're looking for the one where the political winds are at your back. Lucas: Right. And there's another layer: once you're in the new role, you have a window — maybe 90 days — to establish your reputation before the old politics catch up. You want to be proactive. Set up one-on-ones with key stakeholders, deliver a quick win, and visibly align with the new team's priorities. Luna: So it's not just about escaping — it's about strategically rebranding yourself inside the same company. Lucas: Exactly. And the best part is you keep your tenure, your benefits, your retirement vesting. You don't lose ground financially. That's a huge advantage over leaving for a new company, where you might have to negotiate everything from scratch. Luna: Okay, but let's be real — there are situations where it's smarter to just leave. When does an internal transfer not solve the political problem? Lucas: Good question. If the toxic politics are company-wide — if the culture itself rewards backstabbing or if senior leadership is dysfunctional — then moving departments is just rearranging deck chairs. You need to read the broader culture. If the same patterns show up everywhere, it's probably time to go. Luna: So the threshold is: is this a team-specific issue or a systemic one? If it's systemic, an internal transfer won't help. Lucas: Right. But for many people, especially at larger companies, the issue is local. Sarah's case, for example — the credit-stealing colleague is one person. The company overall has good values. So a move makes sense. Luna: Let's talk about how to handle the credit-stealer after you leave. Do you say anything? Or just let it go? Lucas: I'd say let it go. Once you're in a new role, that old dynamic doesn't matter anymore. If you badmouth the person, it can look petty. Better to focus on building your new reputation. If someone from the old team asks, you can say 'I learned a lot there, but I'm excited about the new challenges.' Luna: That's professional. And it keeps the door open for future collaboration, which is important because you never know when you'll need allies across departments. Lucas: Exactly. And that's one of the hidden benefits of an internal transfer: you expand your network inside the company. You now have connections in two departments instead of one. That can be incredibly valuable for future projects or even promotions. Luna: So political navigation through internal transfer isn't just a defensive move — it's offensive. You're building a broader base of influence. Lucas: Right. And the data backs that up. According to a 2024 study from the Corporate Executive Board — now part of Gartner — employees who made internal moves were 1.5 times more likely to be promoted within two years compared to those who stayed in the same role. Part of that is the expanded network. Luna: That's a strong stat. So for someone listening who's feeling stuck in a political quagmire, the first step is to do that landscape mapping we talked about. Identify a few departments where the culture seems healthier and where your skills are transferable. Lucas: Yes. And start building relationships there — before you even apply. Attend their meetings if you can, volunteer for cross-functional projects, find a mentor in that group. The more you're seen as a collaborator, the easier the move will be. Luna: And when you do apply, how do you address the political elephant in the room with the new manager? Do you mention it? Lucas: I'd avoid it unless asked directly. If they say 'why do you want to leave marketing?' you can say 'I'm looking for a new challenge and I think my skills fit well here.' If they press, you can say 'I've learned a lot, but I feel I can contribute more in a different context.' That's honest without being negative. Luna: So the rule is: never badmouth, never complain. Frame everything as a positive pull toward the new role, not a push from the old one. Lucas: Exactly. And that's not just a nice to have — it's strategic. If the new manager thinks you're a complainer, they might wonder if you'll do the same about them someday. You want to come across as someone who's proactive and solution-oriented. Luna: Let's bring it back to Sarah. Did she end up making the move? Lucas: She did. She followed this playbook — mapped the landscape, built relationships in product, applied, and got the role. She's been there about three months now, and she says the political atmosphere is completely different. She's actually excited to go to work again. Luna: That's great. And it shows that sometimes the best career move isn't a new company — it's a new department. You keep the institutional knowledge, the relationships, the benefits, and you get a fresh start. Lucas: Exactly. Office politics can feel like a cage, but an internal transfer is a key that opens a different door in the same building. Sometimes that's all you need.