Latest / New Manager Conversations with Fexingo: First 90 Days, Managing Former Peers, and Leadership Basics / How New Managers Can Navigate Office Politics Without Playing Games
Transcript
- Lucas: So you get promoted to manager, and suddenly you're in meetings where people are jockeying for budget, visibility, or just the boss's ear. And no one hands you a playbook for that part of the job. Luna: Right. Office politics — the phrase alone makes people cringe. But ignoring it can actually hurt your team. Lucas: Yeah. There's a study from the Center for Creative Leadership — 2024 — that found nearly 60 percent of new managers say they feel unprepared for the political dynamics of their role. And that's a problem, because how you navigate those dynamics directly affects your ability to get resources, protect your team's time, and actually execute. Luna: I think a lot of people hear 'office politics' and picture backstabbing or brown-nosing. But for a new manager, it's more basic — it's just understanding who influences decisions and how to work with them. Lucas: Exactly. And there's a really useful framework from organizational psychologist Kathleen Reardon. She breaks political skill into four components: social astuteness — meaning you can read people and situations accurately — interpersonal influence, networking ability, and something she calls 'apparent sincerity.' That last one is crucial — it's the perception that you're genuine, not manipulative. Luna: Apparent sincerity — that's interesting. Because you can have all the right moves, but if people think you're playing a game, they won't trust you. Lucas: Right. So let's ground this in a real scenario. Say you're a new engineering manager at a mid-size SaaS company. Your team needs two more headcount to hit the next product milestone, but the VP of product is pushing to pull engineers onto a pet project. You have to navigate that without burning bridges. Luna: And you can't just demand the resources — you're new, you don't have that kind of capital yet. Lucas: Right. So the first step is social astuteness: map the informal power structure. Who does the VP of product listen to? Maybe the CTO trusts her judgment on tech roadmaps. Maybe the head of sales is pushing for the pet project because a big client wants it. You need to understand those connections before you make your case. Luna: So you're basically doing reconnaissance — but not in a shady way. Just paying attention to who talks to whom in meetings. Lucas: Exactly. Then you use interpersonal influence to frame your request in terms of shared goals. Instead of saying 'my team needs more people,' you say 'if we staff the pet project without the two engineers, we risk slipping the core milestone that the board is tracking.' Now you're aligning with what the VP of product actually cares about — board perception. Luna: That's smart. You're not fighting their agenda, you're showing how yours supports it. Lucas: And networking ability comes in when you build allies ahead of time. Before that budget meeting, you have one-on-ones with the CTO and the sales head, share your concerns, get their input. So when the meeting happens, you're not the only voice saying 'let's think about this.' Luna: And the apparent sincerity piece — if you've been honest and transparent in those conversations, people will see you're not just angling for your own turf. You're genuinely trying to do what's best for the company. Lucas: Yeah. And that takes time. You can't fake sincerity. But if you consistently show up prepared, listen more than you talk, and follow through on small commitments, people start to trust you. Luna: So what about a situation where you're dealing with a peer who's more experienced and maybe sees you as competition? That's common for new managers. Lucas: Right. Say you're both managing teams in the same department. That peer has been there three years, you've been there six months. They might feel threatened or think you're encroaching on their scope. The mistake is to avoid them — that fuels the tension. Luna: So you'd go the opposite direction — proactively collaborate. Lucas: Exactly. You schedule a coffee chat, not to prove yourself, but to learn. Ask them about their biggest challenges, what projects they're excited about. People generally like talking about their work. And when you find a natural overlap — maybe your team's data can help their project — you offer to share it. Now you're an ally, not a threat. Luna: And you've built a relationship that makes future negotiations easier. Because you've already given them something of value. Lucas: Right. And that's the networking piece again. But I want to be clear — none of this is about being fake or calculating. It's about being deliberate about relationships, which is part of being a good manager. Luna: I think one thing new managers miss is that office politics also includes managing up to your own boss. How do you advocate for your team without seeming like you're complaining? Lucas: Big one. Say you need to tell your boss that the timeline they promised the CEO is unrealistic. The instinct might be to defend your team — 'we can't do this, they're overworked.' But a politically savvy approach is to frame it as a trade-off. 'We can hit this timeline if we drop X or Y — which one would you prefer?' You're giving your boss a choice, not a problem. Luna: That's a classic 'manage up' move. You're showing you understand their pressures and you're still solution-oriented. Lucas: Exactly. And over time, that builds your reputation as someone who's both realistic and helpful. Your boss starts coming to you for input before making promises. That's influence. Luna: Let's talk about a trickier scenario — when you witness someone else playing dirty. Like a peer taking credit for your team's work. Lucas: That's a pressure test. Your first instinct might be to confront them publicly. But that usually backfires — you look petty, and the other person gets defensive. Better to address it privately, with curiosity. Say 'Hey, I noticed in the presentation that you highlighted your team's contribution on the analytics work. My team actually did the heavy lifting on that — can we figure out a way to make sure credit is shared accurately next time?' Luna: You're not accusing, you're inviting them to co-create a solution. And if they keep doing it, then you escalate — but you've set a clear boundary first. Lucas: Right. And that's where apparent sincerity matters again. If you have a reputation for being fair, people will give you the benefit of the doubt when you raise an issue. Luna: I also think new managers underestimate the power of being a good listener. When you listen, you pick up on what people value, what they fear, what they're trying to achieve. And that information is gold for navigating politics. Lucas: Absolutely. Social astuteness is basically listening plus pattern recognition. You're gathering data. And the best way to gather data is to ask open-ended questions in one-on-ones — 'What's the biggest challenge you're facing right now?' 'What would make this quarter a win for you?' Luna: And then you actually remember and follow up. That builds trust and also gives you insight into the informal agenda. Lucas: So to sum up the framework: be socially astute — map the power dynamics and read situations. Use interpersonal influence — frame your requests around shared goals. Build your network — proactively create allies. And cultivate apparent sincerity — be genuine, follow through, listen. Those four skills, practiced consistently, can help you navigate politics without becoming a politician. Luna: If today's conversation helped you think about your own relationships at work, one way to keep this show going — and ad-free — is to buy me a coffee dot com slash fexingo. That's buy me a coffee dot com slash fexingo. Lucas: Yeah, listener support is what keeps us independent. No corporate sponsors, no interruptions — just practical advice for new managers. So if you've gotten value, that's the place to chip in. Luna: Alright, so let's leave with one actionable takeaway. This week, pick one stakeholder — could be a peer, a skip-level, even someone in another department — and schedule a fifteen-minute conversation with no agenda except to learn about their priorities. Lucas: That's a perfect first step. You're practicing networking and social astuteness at the same time. And you might be surprised how much goodwill that small gesture creates. Luna: Thanks for being here. We'll be back next week with another conversation for new managers.