Some people try to avoid office politics at all costs, but the reality is that being politically intelligent can prove the single biggest determinant of personal and professional success.

This was the primary message of the BCX-Brainstorm Wired4Women webinar Masterclass on 11 July, moderated by Bidvest Bank’s CIO and chairperson of the Wired-4Women Forum, Nomonde White-Ndlovu. Joined by keynote speaker, strategic consultant Niven Postma, event sponsor, speaker and BCX’s marketing head Mandisa Ntloko-Petersen, panellists Hope Lukoto, chief human resources officer, BCX, and Kelebogile Mosiane, technology business partner for contract logistics, DP World, Sub-Saharan Africa, the event welcomed an audience o f almost 4 00 participants of varied backgrounds and genders, from multiple industry sectors and countries.

In her introductions, White-Ndlovu also touched on the queen bee management syndrome that does no one – least of all the queen bee – any good, saying: “It’s a form of politics and attitude akin to male gatekeepers; it drives people away, destroys bridges and gives them a reputation that can follow them throughout their careers. Queen bees limit resources and obstruct opportunities.

Mandisa Ntloko-Petersen, Chief Marketing Officer, BCX. Nomonde White-Ndlovu, Chief Information Officer, Bidvest Bank.

“Successful women have learned how to take ownership of their careers, embrace the politics of business for common good and be effective, authentic leaders. They don’t try to be men, but use their talents and insights to best advantage for the business and the people around them.”

Underlining the message o f this masterclass, Ntloko-Petersen said: “Corporate politics is a key component in everyone’s careers and needs to be viewed with a different, less negative lens and recognised for the contribution it can make to achieving goals.

“Women are already faced with challenges and if navigated with grace and efficiency, politics can break down barriers. It’s about using our own unique properties and strengths, without having to compromise our authenticity. It’s absolutely untrue that engaging with politics and being a good person are mutually exclusive. We are social creatures and politics is always present. It’s about behaving ethically and positively, retaining our values and avoiding the risk of being sidelined in terms of achieving our goals.”

Postma opened her keynote presentation with the statistic that the level of employee disengagement within organisations around the world is as high as 79%. Taking this further, she added that disengagement can be passive or active, with active manifesting in such ways as undermining the boss, team, company or all three – all affecting the company dynamics and politics.

“Research shows that if we are financially independent and did not have to work, 80% of us want to work; we want to contribute our skills and be part of something that matters. However, those without political will become disengaged.”

Postma went on to dispel myth number one that “ you can either be a good person or play politics”, saying the perception of either-or exists if we don’t understand politics and how to navigate it without selling your soul.

“The definition of office politics is “the informal, unofficial, and sometimes behind the-scenes tactics and efforts that people use in organisations to sell ideas, influence people, increase power, or achieve other objectives”. You may not call it politics, but if you’re playing in this space, it is.”

Hope Lukoto, Chief Human Resources Officer, BCX

Postma quickly despatched myths two and three, that “it’s possible to avoid politics” and “politics don’t make a difference to your career”, underlining what had been said by Ntloko-Petersen, adding that it’s not enough to work hard and have talent or skills.

She also debunked myth four, that “politics disappear in virtual environments”, saying that whether you are in or out of a room, decisions are being made and it unwise to be invisible or just a circle on a screen indefinitely. “Know who the person is that is rooting for you behind that closed door as that is your political capital.

“Myth five, namely “Political intelligence is a trait, not a skill” is another one easy to dispel. Politics may come easier to some than others, but it can and must be learned.

“It’s all about people and not people as human resources. People are the source of all that is good, magnificent, exciting and challenging and people will affect your career and your life.

“Successful people take the time to plan who to talk to in that month. They map out stakeholders and deliberately action their interactions. For such people, this is not an afterthought, but a practice that can deliver immense career dividends.

“This leads into the topic of friends in the workplace and going back to the actual point of work, which is to get things done. I am not discounting the value of friends or that you will make long-lasting friendships in the workplace. I am saying that friends are not part of work, and not what you need. You really need allies. Most people are either allies or adversaries. Never underestimate the importance of why people support or don’t support you and find out why.”

Postma also said that it’s not about treating people the way you wish to be treated, but to treat people the way they want to be treated. Ask yourself if you can meet their expectations. She added that stakeholders must always be managed appropriately and deliberately.

“When an employee becomes a p problem, a marked shift occurs in their manager’s thinking,” continued Postma. “Instead of considering how to either coach or cope with the employee, the manager starts t o fantasise about how pleasant life would be if this bothersome person were gone and to wonder how many last chances need to be provided before the axe falls.”

“If you realise you are becoming the problem, you need to decide whether or not you want to be part of the organisation. If you are a drama person and people need to deal with your drama, consider how much easier their lives could be without you.

“Craft a strategy in context to the landscape and the many things it contains. There are five steps, beginning with what you want to achieve and how to get there.

How can you build and use your leverage? Do you have any skills that are unique and special? Evaluate the relationships that are for or against you, and identify and maximise your opposition and support.

“Stay focussed on what matters. We are bombarded everyday with all kinds of things that are desperate and difficult. Stay resilient and prioritise those matters that give you focus and energy and use your energy wisely.

“This strategy is not just for you, but is important to the well-being of your team. Whatever you do, do not fall into the myths,” stressed Postma.

The question and answer session was opened by White-Ndlovu, with the first question – do we keep running from toxic environments? – directed at Postma, who shared her own experience of trying to address company issues with her CEO at the time, only to find that on her third attempt, she had become the problem.

“Abusive people are very good at managing upward,” she explained. “It is very unlikely you can change or have removed the person doing the abuse. Instead, if you are repeatedly running from one toxic environment to another, ask yourself the question: Why?

Niven Postma, Leading strategic and management consultant. Kelebogile Mosiane, Vice President: Digital & IT Contract Logistics

“There are organisations with a good culture – and the converse – but all cultures have sub-cultures and therefore pockets of dysfunction or islands where managers are trying to protect their teams. As women, we are protective of people, but always put your own oxygen mask on first. Without it, you cannot help anyone in the seats around you.”

Ntloko-Petersen added that sometimes a toxic person is the result of something that has happened in the past. “ For the sake of the culture and the team, they still need to be made aware of their toxicity and that they are expected to shape up or leave,” she said.

White-Ndlovu asked Postma the tactics to deal with an adversary or a problem person, such as avoid at all costs, confront or dig deeper to try to find out why the opposition to you or your suggestions and ideas.

Her response was that this depends on the situation and its context; the who and why. “To really understand people takes work,” said Postma. Ask questions and don’t just take people at face value.

“When it comes to body language, look at the tone or the nature of the relationship, their body posture towards you and put all the possible data points together. Remember, the more senior you become, the more this is going to be a part of your job.”

Lukoto added to the problem person issue, saying that organisations have policies anchored in place and the starting point is to ask what the organisation stands for. If it is a culture of equity and fairness, choose a strategy to fit this. She said there are micro aggressions that can be reprimanded without lengthy red tape processes.

The question posed by White-Ndlovu to Mosiane was around IT people long having been perceived as being reclusive, versus extroverted and politically-motivated. She was asked whether she felt that in order for them to progress into being leaders, it seems less about technical merit and more about soft skills, like empathy, communication, the art of persuasion and political savviness and if she believed technicians have a natural disadvantage for progression if they don’t develop these skills.

“The answer to the question is a definit eyes,” Mosiane responded. “Over time I have learned that if you are not visible, you will not progress. I’ve personally sat behind a computer and seen others move on in their careers, eventually questioning why. We are human beings who need to be seen and heard to get on in life. We need to build social and political capital.”

“Humans are complex. They need to be able to stand up and speak without fear of reprisal,” said Lukoto. “If they bring something to the party, as leaders, we have a responsibility to hear them, respond to them and demonstrate an alliance. The bottom line is the people who stand up may also be the very people who advocate for you.

“Revert back to the aspect that we all want to succeed. Map out ways for mutual success and show up as competent and effective.”

“It’s important to be aware that you may confront a situation where someone is deliberately trying to sabotage you,” said Mosiane. “They might do this whether or not they know you. It may leave a bitter taste in your mouth, but the IT world is a small one. Just stay strong and push harder.”

In her wrap up, White-Ndlovu said: “Be comfortable having the difficult conversations. Face problem people head-on and don’t hang on to the ones you realise you can’t change, otherwise you affect the culture of the entire organisational ecosystem.”