Welcome to this week’s blog that considers the working world, what we do,

and what it takes to work with purpose, lead with impact, and engage with people in a way that really makes a difference. In our ‘Work Unplugged’ podcast last week, Amrit spoke on the topic of politics in the workplace, and what impact that could be having on culture.

Now this is a subject that I would bet all of us can resonate with, have a story to tell about, have been involved in. It is rife, and it is painful when you are in it. Particularly if you are someone that just wants to come to work to do a good job. It creates a playing field that is muddy, and tricky to play on. And of course, we are not talking about the kind of politics that fills our news feeds, but the kind that quietly, and sometimes not so quietly, creeps into our workplaces and eats people alive from the inside out. So, office politics. What of it?

Amrit called it, as it is, and as it needs to be, a CEO's responsibility to stamp out the cancer that is office politics. The power struggles, the backdoor deals, the hidden agendas, whatever form it takes, the impact is always the same: distraction, disillusionment, and disconnection. And it’s more common than we care to admit.

Ask yourself honestly: how much of your organisation’s energy is spent navigating power dynamics rather than delivering on purpose? It’s a hard question to answer, because political game playing often happens in the shadows, behind closed doors, within informal networks, in whispered conversations and tactical omissions. And when it does, it corrodes everything good about an organisation from the inside out.

We’ve seen it too many times: talented people demoralised, frustrated, burnt out. Not because the work is hard, but because the politics makes it harder than it needs to be. It's like a cancer, quietly growing, feeding off the organisation’s energy, and undermining its health. We often talk about organisational culture as a shared responsibility, and it is. Every interaction, every behaviour contributes to it. But politics? Politics is different. Politics is shaping the culture, and people are learning what they need to do to survive, rather than thrive in such an environment. And not one of them has the power or the reach, to stamp it out and change its trajectory.

And so, the responsibility to eliminate politics rests solely with the CEO. And we don’t say that lightly. But if politics is taking root in an organisation, then the CEO must be the one to address it. Because the truth is, if left unchecked, it will thrive in the vacuum of accountability. And while the CEO might not be the one playing the games, they are the only one who can stop them.

Think about it, things that are important to our managers, are important to us. If it is not important to my manager, then it is not important to me. It needs to be super important to a CEO that there is a fair, transparent, healthy environment, for our business to get done, and that there is a zero-tolerance for BS! So, if you are CEO, what can you do? Firstly, put a firm stake in the ground. Make it abundantly clear that politics will not be tolerated. This isn't just about values on a wall, it’s about making an unequivocal declaration that game playing is unacceptable. If people join your organisation, they need to know this from day one.

Secondly, create a direct channel to you. Yes, even in large organisations. If someone sees political behaviour and has clear evidence of it, they should be able to report it directly to you without fear of retribution. Most political games happen outside the CEO’s view, so open the door to visibility of this poison. Thirdly, hold senior leaders to account. Bring your executive team together, and challenge them to align around formal structures, shared goals and organisational purpose. If they can't work together without hidden agendas, they’re not the right fit. It's that simple.

Breaking down the silos that exist through collaboration, must come next. Silo working is one of the clearest symptoms of internal politics. When teams withhold information or are told not to engage with others, it's not just inefficient, it’s organisational sabotage. True collaboration is evidence of a healthy, politics-free environment.

Developing middle managers needs to be part of the game plan too. Empower and equip them to foster trust, transparency, and cross-functional teamwork. When middle managers are confident and competent, there's less incentive for anyone to manipulate informal networks to get things done. And let’s make it normal for these managers (and everyone) to shout about how competent they are, and proud of all the hard work they put in.

It is not political to share your achievements when they’re backed by real substance. In fact, it is essential in today’s busy world. What is political is when influence is exercised without substance, when someone promotes themselves or their agenda with no real value behind it. So, let us not confuse self-advocacy with politics.

Now, some might say, "I’m no good at politics," and we empathise with that. We aren’t either! But we need to make a clear distinction: there is a difference between game playing and visibility. Make it okay for people to show visibly their efforts and their values, and to be proud of both. It may just help others with their integrity too.

Finally, we are leaving every CEO with three questions:

• How confident are you that decisions in your organisation are made through formal channels—not informal influence?
• How transparent are your promotion and reward processes to all employees?
• How safe is it for people to raise concerns without fear?

Office politics isn't just a leadership issue, it’s a leadership failure if left unchallenged. Let’s commit to building workplaces where purpose, not politics, sets the agenda. Because when we remove the games, we create space for the work that really matters.