Leveraging Organisational Values Against Office Politics.

Have you ever felt the ground shift beneath your professional feet? Andrew, a composite of leaders I've coached, found himself at such a crossroads.

Tasked with leading an additional team, he was also impacted by an increase in office politics following a recent restructuring.

In our second coaching session, Andrew sat with his jaw clenched, fingers drumming against his mug—a stark contrast to the spring colours of the art-café where we met.

"I'm caught in an impossible situation," he said. "I want to shield my team, yet some members are shifting allegiances, impacting productivity. It's hurtful. I'm frustrated by the effectiveness of these underhanded tactics."

"It seems we're circling around something else here?" I asked.

"I could deploy similar tactics—I see how it works. It's not that I couldn't. I don't want to!" Andrew exclaimed.

"Can you explain to me how it works then?" I asked.

Andrew's expression shifted. "Fair call—I couldn't. I've been so focused on surviving that I haven't charted the tactics or challenged the games being played."

"How would you challenge the game itself if you had more space?" I asked.

"I don't know," Andrew answered honestly.

His acknowledgement opened a path to insights that emerged between sessions:

By his fourth session, Andrew realised how reactive he'd become. What upset him most was the disconnect between the organisation's official standards and unofficial practices.

"Where is the strategic high ground here?" I asked.

After a silence, his eyes lit up. "The organisation's stated values offer a lever I haven't pulled yet."

Using these values allowed Andrew to become more transparent in his communication about what was happening. "Underhanded tactics thrive in silence," he noted in our fifth session. As he adapted his communication strategy, his ability to manage the situation improved.

Later, Andrew looked more relaxed. "I'm no longer flailing to fend off everything—I'm picking my battles. Since I started calling out behaviours, colleagues who see the same danger to the organisation have approached me. I feel less alone."

By our final session, Andrew had experienced a significant perspective shift, enabling him to adopt a more effective stance—purposefully navigating organisational politics while pushing back on damaging behaviours with integrity.

What political dynamics are you facing, and how might they be inviting you into a more nuanced expression of your leadership?

𝗕𝗲𝘁𝘄𝗲𝗲𝗻 𝗧𝘄𝗼 𝗪𝗼𝗿𝗹𝗱𝘀, 𝗪𝗵𝗲𝗻 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗧𝗿𝗮𝗻𝘀𝗶𝘁𝗶𝗼𝗻𝘀 𝗕𝗲𝗰𝗼𝗺𝗲 𝗨𝗻𝗲𝘅𝗽𝗲𝗰𝘁𝗲𝗱 𝗧𝗲𝗮𝗰𝗵𝗲𝗿𝘀.

Have you ever noticed how the most profound insights come from our most uncomfortable transitions?

Elena, a senior leader with a 15-year career in healthcare technology, faced a crossroads when her mother's health deteriorated. Living in Spain while her parents were in Sweden created an impossible situation. After difficult conversations, she and her partner decided to relocate.

Elena negotiated a 7 month leadership transition—enough time, she believed, to complete key initiatives and transfer her team of 23 and relationships to her successor.

During our third coaching session, Elena placed her notebook on the table with unusual heaviness.

An hour in, I asked: "What is making this so tough?"

"In the strategy meeting I maintained composure. Everyone thought I was fine," she said, hands trembling slightly. "But inside? I felt like I was grieving something I hadn't expected to lose."

I remained silent, sharing the moment with her.

"What am I really grieving here?" she finally said.

As Elena explored her inquiry, I was reminded of William Bridges' insight about acknowledging necessary endings before new beginnings can emerge.

In the following two months, Elena arrived for our sessions sometimes speaking rapidly, other times sitting in contemplative silence.

"It's like I'm helping someone redecorate a house I built brick by brick while still living in it," she said, looking out the window. "And I feel a responsibility to make it look effortless."

"Are there lessons in this experience you couldn't unlock any other way?" I ventured.

As weeks passed, Elena uncovered insights that surfaced naturally:

She gained a rare perspective few leaders experience. "I understand leadership differently now. I knew how to lead from the center. What I've learned is to operate effectively from the periphery."

She developed deeper self-compassion. "When I stopped criticising myself for feeling loss, I found more energy for what mattered."

Most significant was her understanding of presence. "I used to think good leadership meant always being there," she reflected during our final session. "Now I understand the power in discerning when to let go and when to be fully present."

By our last meeting, Elena had transformed necessity into a catalyst for growth—carrying these insights into her new leadership role.

For leaders navigating similar transitions: your feelings are valid. This type of experience, while difficult, can become wisdom that serves your entire career.

What transition are you navigating, and what unexpected wisdom might be waiting there?

Considering coaching but not sure what to expect?

Welcome to my Journeys in coaching blog series. Join me as I share composite stories that authentically reflect the transformative process and profound shifts in perspective that resulted from real coaching sessions. They offer valuable insights and strategies you can apply in your own life and work. Get a genuine feel for my approach, and the type of breakthroughs and paradigm shifts that can emerge when a coach and coachee explore pivotal moments together.