Since writing a book about internal institutional politics, I have had many conversations with colleagues probing their deep inner feelings about their work environment and the people they must deal with in order to get the job done. Many of these feelings are subconscious, but they can come to the surface in heart-to-heart conversations.
For example, one executive told me about the guilt he felt when he had to admit to himself that the incredible talent of a subordinate was threatening to him. The executive was not proud when he confronted the reality that he actually was preventing a person on his staff from having contact with other executives in the organization, and was not approving his participation in external projects. “It’s this guy’s job to put me out front, not for him to steal the limelight,” was the executive’s attitude. But, of course, he was only setting up a barrier that was holding back the career of a very talented professional.
Another person admitted in a conversation that he was fighting the feeling that he was really hoping a colleague who was getting attention for his talent would ultimately fail. This person had excuses for his feeling such as, “this person is getting too big for his britches.” But the truth of the matter is that this is a classic case of professional jealously. And the harm done was negative “office talk” about a professional’s genuine achievements. This situation is what reinforces the classic, “you can’t be a profit in your own land,” reality.
Another person admitted that she was doing things to impede a colleague’s recognition because she just didn’t like him. Questioning revealed this to be a common case of personality conflict. “He makes me mad every time he opens his mouth,” was one observation. Another was, “when he walks into the room he makes my skin crawl!” Sometimes a person’s style is a problem for the entire office. But more often than not it is a problem between two people, and the behavior of one of them can become destructive to the well-being of the other.
Truthfully, it’s not unusual to feel unhappy about co-workers’ successes and to have difficulty celebrating their achievements. Whatever good happens to them can feel like a setback to us. It’s a common feeling that is rarely admitted, and rarely dealt with directly.
Indeed, most of us are in denial about our feelings, and make up excuses for them if we must. We simply conclude that the person is a selfish corporate climber, or an elitist social climber, or just a plain ego driven maniac. “He thinks it’s all about him,” is what we say. But the truth often is that he (or she) is merely trying to advance his ideas and exercise a sincere passion he feels for making a difference.
My little book “Learning to Love the Politics,” attempts to look at leadership styles and typical barriers to individual advancement and support, and to propose some ways to deal with them. This book is mostly about university politics, but many of the situations are universal. Internal politics are in fact the big barriers to professional achievement everywhere, and many people never have realized that they can work hard and actually be penalized for it.
There is no doubt about it, our unspoken feelings can be destructive. Getting them out in the open so we can deal with them is a major step toward organizational and individual progress.
Larry D. Lauer 
Reality 101
Contrary to the rosy outlook and hopes of most college graduates, entering the workforce can be a cruel reality. After years of undergraduate preparation, many enter a life plan with an alarming naiveté to corporate politics and culture.
Bosses and supervisors don’t always hold the power and responsibility of mentorship in the best interests of those below them. Unfortunately, the instability of the outside world, not to mention the internal chaos of running a successful organization, can instill a “survival of the fittest” mentality. Even high-level executives can and will act with self-serving and self-preserving intentions.
In my opinion, today’s universities are doing students a disservice by sending them into the world without a reality check. I envision an exit course with a sort of street smarts approach and study of business sociology. Viable strategies and responses can help graduates handle an insecure employer, a passive aggressive co-worker, or a problematic client.
Students will this invaluable preparation will ultimately “grow up” faster, build confidence, contribute more, and protect an otherwise vulnerable heart on the sleeve. Then, ultimately, they can become that strong, courageous, and enlightening boss we all wish we could have.
Amy Trotter