"Think about the last time a terrible technical decision got pushed through at your company. Maybe it was adopting some overcomplicated architecture, or choosing a vendor that everyone knew was wrong, or killing a project that was actually working. I bet if you dig into what happened, you’ll find it wasn’t because the decision-makers were stupid. It’s because the people with the right information weren’t in the room."
Well, it's a decent article, but that paragraph does not match my experience. In my experience, it's typically because there's a non-technical reason why the technical decision was done badly:
1) devs, or their supervisors, or both want Hot New Thing on their resumes
2) in order to get Good New Thing purchased, the Old Bad Thing must be shown to be unworkable, so saving Old Bad Thing with a clever solution is undesirable
3) org needs a system using New Buzzword, to show to VC's or others, and this is the opportunity to use New Buzzword, whether it makes sense here or not
None of these are reasons that I like, but they are also reasons that are very convincing to most people, especially high-ranking decision makers.
I don't mean to suggest that the articles points like "Building relationships before you need them", etc. aren't a good idea. Just don't expect it to have a very high success rate in winning debates about "terrible technical decisions".
As usual HN comments are more on point than the article.
I've lost count of how many times something was proposed and rejected by everyone in the chain except the C-suite. Then the C-suite overrode the process decisions basically because they played golf with someone outside the company.
I was once even part of a vendor assessment that was rejected and it turned out that the CEO had already given the green light and signed paperwork weeks before so we all were just wasting our time on something that had been decided unilaterally.
I feel that a lot of the times conversations around this topic end up with some anecdote like "well, playing politics doesn't actually work because I work at a dysfunctional company where decisions are made by morons". If you have a C-suite that makes decisions based on golf games, this advice is not for you. You have a different set of problems. You should absolutely address those problems. But that doesn't mean that this advice isn't for anyone, and coming and telling everyone that the advice is always meaningless isn't accurate.
It's like two people discussing how to handle difficult conversations in a romantic relationship, and a third guy comes in and says "this conversation is irrelevant because every time I date someone they cheat on me". I'm sorry you're dealing with that problem, but it is not really related to the topic at hand.
Except this is an article on how to perform technical politics in large organizations. Functional, intelligent, non-nepotistic leadership is the exception, not the rule. It has been this way for a long time, perhaps forever. Dilbert became one of the most circulated comics for good reason. This article is the third guy.
Pretending that identifying stakeholders' needs, communicating the solutions, and delivering them are the keys to succeeding in corporate politics is a joke. It's our parent's telling us that we need to be good for Santa Claus. Human politics is an enormously deep subject, and a newbie will get trampled every single time. If you are sitting at a poker table and don't know who the sucker is within five minutes, congratulations, you are that sucker.
> Functional, intelligent, non-nepotistic leadership is the exception
The majority of marriages end in divorce. This doesn't mean that I should treat the person I am dating as someone I am going to divorce. That is not healthy for me, the people I interact with, or my future.
I'd add that in my experience, when you are close to the action, the cynic "golfing nepotism" take is usually missing a point of view that is far more rational; just far from the developer/architect that is dismissing the decision. Perhaps not technically optimal, or fair, or even legal - but even so, more akin to "I know this person delivered in the past, and the alternative is also good on paper" or "I really need to save my ass" (nobody got fired by choosing IBM) or "business-wise, this technical recommendation I don't really care for". Perhaps I'm optimistic but in general I don't really think (or want to believe) that people are quick to wage their careers on an acquaintance that is clearly selling something as part of their job, unless the stakes are really not so high from their point of view. Then again, open a newspaper :)
> As usual HN comments are more on point than the article....I've lost count of how many times something was proposed and rejected by everyone in the chain except the C-suite. Then the C-suite overrode the process decisions basically because they played golf with someone outside the company.
You're just naming legitimate stakeholders (the C-suite) and asserting that they're illegitimate.
I grant you that playing golf is a cartoonishly pathological [1] version of it, but yes, there are always people more powerful than you in the organization, and if they have an opinion on what you should be doing, then you can either try to convince them (i.e. politics), or you can give up. Not playing is not an option, and being obstinate is a good way to get fired.
So maybe a case of HN comments being "more on point than the article", but primarily in the way that it directly illustrates what the author is saying: engineers routinely bail out of the politics, to their own detriment.
(FWIW, all of the items in the parent comment's list are even less extreme, and more reasonable, than your own. For example, if you throw up your hands in disgust simply because your colleagues want to use a new tool, you're gonna have a bad career.)
[1] and likely apocryphal - there’s probably something going on that is more rational, and characterizing it as “picking the golf buddy” is a cope.
I think the article is arguing that if you build the relationship, you can involve yourself into these conversations early enough to direct them the way that your idea would go. In your cases, for example:
1. Recognizing early enough that this Hot New Thing incentive is here and figuring out how your Good New Thing can live with the Hot New Thing
2. Helping show the Old Bad Thing is unworkable for your Good New Thing
3. Understanding that the org cares about New Buzzword and framing your work under those pretenses.
I think the article is great, in theory; it just NEVER works this way in practice, unless you may be in a technical organization. There are ALWAYS business reasons that cause technical projects to fail. We regularly see the articles about the failure rate of technical projects all the time on the front page.
Why is this? Because the number and weight of the business folk almost always outnumber the technical. You can be the best fucking political engineering wrangler in the world; building relationships, taking people along for the ride, helping others gain understanding and those projects still fail.
I appreciate you replying. My intent was never to place blame; instead, it was to point out that while the article's author suggests technical folks need to play the game better, I feel that it won't matter and getting the rest of a non-technical-first org along for the ride is more difficult than just being a solid political player.
Never works in practice is such a strong statement and I would argue that most of the time is because the technical people avoid politics entirely, like the article says
I dunno, honestly, my organization works a lot like what the post is describing. I think my org has healthy politics but at the same time I can't really tell if the times I thought the politics were "toxic" were simply because I was on the outside looking in, whereas this time I'm an operator in the space.
I mean sometimes you are outruled. That's part of recognizing politics, in my opinion. If your VCs want you to do GenAI and you think it's dumb, you are overruled. But you can still benefit from this in a lot of ways. You just need to recognize what you can benefit from.
Another point worth bringing up is that sometimes, that stuff doesn't matter. I see so many engineers get hopelessly invested in technical debates that are, honestly, just silly: it's often better for the company to get something barely-good-enough done quickly than to flesh out the "optimal" design over the course of weeks or months, and over the dead bodies of people who have a different opinion about vi-versus-emacs.
And even if you accumulate tech debt, it is sometimes a wise decision to pay it back later, when you (hopefully) have more money and time.
So, I'd add "pick your battles wisely" to the list of tips.
Agreed. In my experience, a lot of this has been the XY problem. C level has a legitimate need or problem, they think they've solved it by asking for technology Z and the people who actually know the systems aren't consulted. When they do push back, it's seen as not following orders, so now we have to shoehorn in some dumb solution that doesn't fit in with the rest of the env. It works, so leadership doesn't understand why it's a problem.
I as a self interested actor as we all are see nothing wrong with:
1) Since around 2008 I’ve had 8 jobs after staying at my second job for nine years. Whether I was laid off or chose to get another job because of salary compression and inversion, being able to get a job quickly - and it’s never taken me more than a month even in 2023 and last year - was partially because at now 51, I have made damn sure I stay up to date with real world use of the “latest hotness”.
2) see #1
3) if you are a VC backed company, your shining light is not “make a good product”. It’s “the exit” and shortly afterwards a blog post about “our amazing journey” where they announce the product is going to be shut down.
The goal of politics in the office is not to do “the right thing”. It’s to stay in alignment with the people who control your paycheck and to make sure you can keep exchanging money for labor when time comes to her another job.
Yes, recognizing reality and the incentive structure is powerful. Then one can make smart tradeoffs. Most people want to stay in apparent alignment with their employer to advance. But sometimes perfect alignment isn’t optimal for what you want to do next.
Some examples:
Some might want to work on an interesting project with a new technology, even though it isn’t a recognized fit for your company.
Some prefer to build strong and trusted relationships for referrals later.
Some people will pursue aims that are to the detriment of their company. *
It is wise to recognize the diversity of goals in people around you.
* Getting great alignment is not easy. Not with people, not with highly capable intelligent agents trained with gradient descent that will probably operate outside their training distribution. Next time you think a powerful AI agent will do everything in your interests, ask yourself if your employee will do everything you want, just as you would want it.
Regarding #1, when people ask what is the best skill I acquired during my career, I always answer that it was "learning how to do well in interviews".
For a very long time it was the only thing I focused. Quite often the job itself is pretty easy, getting in is the hard part.
In the past couple of years I let it slide a bit because keeping yourself sharp for interviews is sort of a pain in the ass, but I promised nyself that 2026 I'm back at it
Big decisions are almost always made on factors that are more relationship based than technical based at the end of the day.
Many highly technical people despise management, MBAs, and anything in that orbit. This is understandable, but leads to a lot of frustration.
If you truly want to guide major decisions you are going to be more effective at the top of the stack than the bottom. Every tier has trade offs, and you are almost always having to sell some part of your soul to truly move up.
Like it or not, most technical companies these days are managed to short terms goals and payouts. The C Suite, investors, etc are all just there for a payday. The actual product or anything else is just a detail in the goal of collecting commas. If you recognize this, you have a better chance of managing your own expectations at whatever level you are in the org. If you spend your time fighting for something that is not truly the goal of the company you will tend to have a bad time overall.
And even if it was because the right people weren't in the room, that's still a leadership failure. Part of the job of those decision-makers is to get the right people into the room
With good leadership, politics won't feel like politics. Everything this article describes as "good politics" is definitely good stuff to do, but none of it should feel like politics to your typical "I hate politics" engineer. Building relationships? That's just meeting interesting coworkers. Understanding the real incentives? That's keeping the big picture in mind, a standard requirement for any engineer. Managing up effectively? A good manager will treat you like the expert that you are and that happens automatically. Creating win-win situations? That's that big picture thing again. Being visible? Who doesn't like to share the cool stuff they've done?
I hate politics. I do all of those "good politics" things and I enjoy all of it. It might technically be "politics" but it's not what we think of when we say the word.
This article boils down to a semantic argument. They want to carve out a section of the job and put it under the label of "politics" when most of us would not put it there. That label may be right, it may be wrong, but I don't really care. It's just not an interesting argument. I think this article would be a lot better if it dropped the P word entirely and just explained why and how you should do the "good" things it lists.
> but none of it should feel like politics to your typical "I hate politics" engineer [...] Who doesn't like to share the cool stuff they've done?
Certainly many would prefer to just enter flow state and work on their craft, work the wood with the chisel (=do the engineering work), etc.
It is of course not a good strategy in reality, and it doesn't matter what people "want", but let's at least admit that plenty of people don't enjoy having to interact a lot. People-oriented vs thing-oriented.
I know that plenty of people don't like doing presentations and writeups and such, but just telling your coworkers about whatever cool thing you've done seems to be pretty much universally enjoyed in my experience.
There's also option 4: CxO was out golfing with some rich friends that happen to own <vendor of buzzword software> and/or is getting kickbacks, so now we have to use <crap buzzword software> instead of <old solution> or just not using it at all because what the software offers isn't needed, but CxO doesn't know because he's out golfing, banging hookers and snorting coke all freaking day.
And yes, this kind of shit happens regularly - sometimes, people even get busted for it like that Netflix executive who got kickbacks from, amongst others, Netskope [1].
Let's be real: no matter how good you are at networking - unless you come from Old Money or have a wildly successful exit under your belt, you are not joining the club of elite morons that actually pulls the strings.
the most common I've seen is "person in charge of Project That Makes No Sense is the most aggressive and willing to do deceitful things to make themselves look good"
When Jeff Hodges gave a presentation of his "Notes on Distributed Systems for Youngbloods"[1] at Lookout Mobile Security back in like 2014 or 2015, he did this really interesting aside at the end that changed my perception of my job, and it was basically this. You don't get to avoid "politics" in software, because building is collaborative, and all collaboration is political. You'll only hurt yourself by avoiding leveling up in soft skills.
No matter how correct or elegant your code is or how good your idea is, if you haven't built the relationships or put consideration into the broader social dynamic, you're much less likely to succeed.
I used to work for a software company that literally had "no politics" as part of its DNA. It was in the company handbook, it was in our values, people would say it when they talked about what it was like to work at the company. Hell, whilst I can't recall any specific instances, I guarantee that I said it and probably many times[0].
But, of course, it was never true. It might have felt true - certainly superficially - when we were a smaller company, but the reality is that it never was. We just didn't want to be grown up enough to admit that.
You can only really interface effectively with reality and make good decisions when you face up to that reality rather than living in denial. Or, as one of my favourite quotes (albeit that it's now a bit overused), from Miyamoto Musashi, puts it: “Truth is not what you want it to be; it is what it is.
And you must bend to its power or live a lie.”
So that company maintained the "no politics" value for long years after it became apparent to anyone with a working brain that it wasn't true. Wasn't even close to true.
And that's poison: it bleeds into everything. Avoidance of the truth promotes avoidance elsewhere. Lack of openness, lack of accountability, perverse mythologies, bitterness, resentment, and a sort of gently corrosive low grade mendacity that eats away at everything. And all because we're lying to ourselves about "no politics".
So I agree: politics is unavoidable and, if we are to succeed, we must do so by becoming politicians, and admitting to both ourselves and to others that we're doing it, because success cannot be sustained without that, and we also can't help others to reach their full potential unless we are honest with ourselves and eachother.
[0] And certainly I'd say that I hated politics and wanted no part of it.
Your Musashi quote reminds me of another relatively well-known quote from philosopher Eugene Gendlin:
"What is true is already so. Owning up to it doesn't make it worse. Not being open about it doesn't make it go away. And because it's true, it is what is there to be interacted with. Anything untrue isn't there to be lived. People can stand what is true, for they are already enduring it."
I think the problem is that this is the core of most companies. A core lie that they tell the employees and sometimes even the customers - "we value you" - "we care about our employees" "we want to serve our shareholders" "we build community" "we try to ..." vision statement type stuff, almost always suborned to "I want the C suite to make the most money possible RIGHT NOW" or "You can never make me look bad even when I am an idiot".
Anything that violates those core precepts are rejected out of hand, and often times for things that would support the companies stated principles.
I have worked 20+ jobs in my life, and either petty bullshit or greed rules the top of the heap in all but the most particular circumstances. I cant even remember how many meetings I have setup with CEO's to hand feed them information and cheer them on like a toddler so they can make the obviously correct decision.
When has employment politics ever meant "leveling up in soft skills"?
Employment politics has always meant: brown nosing, throwing vulnerable people under the bus, posturing, taking credit for other people's contributions, blaming other people for your failures, and on and on.
If that’s all you see, you probably need to level up your soft skills.
Certainly the things you’re talking about are real, and particularly severe in some environments, but there’s a lot of room to improve your influence without engaging in any of that.
As if anyone, myself included, would suggest that my listed items are the only way to influence your employer is a hilariously bad faith read.
I take issue with TFA framing the problem of people saying they hate "employment politics" as a you problem when I am of the opinion it is a leadership problem. Bad leaders fail to, or refuse to, see the things I listed as "bad politics".
Just take my supplements, bro. It'll fix your "soft skills", bro.
Many do. More common the further up the ladder you get. But I’ve been able to gain enough influence to affect most of the things I care about without engaging in that, unless you consider being friendly and supportive (something that did not come remotely naturally to me) to be brown-nosing.
If you want to significantly influence a lot of high-level strategic decision-making at very large companies, then you do probably need to engage in nasty things like that. But most of us don’t work at that scope.
> 5. Being visible. If you do great work but nobody knows about it, did it really happen? Share your wins, present at all-hands, write those design docs that everyone will reference later.
And don't forget that when managers or seniors are involved, there's magic alchemy that comes from spreading the credit around. Suppose Bob works under Alice and Bob, mostly solely, accomplishes something significant. If Alice presents and takes credit for it, Alice might receive 1 credit point. If she presents it as Bob's work and never mentions herself, Bob will get the 1 credit point. But Alice will pick up some credit just for presenting (let's guess 0.5 unit), Bob will get the 1 point, and because Alice now manages Bob, whose stature just went up, she'll get an additional (let's guess) 0.25 point. So you've got 1.75 units of credit instead! Never be shy to give credit to others. You will benefit too!
I've always used "we" when describing and presenting work done as part of a team, even if solo. There's a certain skill in knowing when to promote yourself, and how you do so. These days I tend to be positive in a group sense, and take direct specific ownership of failings. I may be lucky but I think this has led to a lot of respect from coworkers and c-suite that I've engaged with. I've never once felt like people don't know who is getting the work done in the end.
That’s cool theory and all but in reality alice will get all the credit and no one will even remember bobs name. People are mostly wrapped up in their own thing and 2 months later at best they will remember one sentence and that it's somehow attached to alice. Get people doing the work on your team to present it if you want them to get credit or stop pretending you actually care about this
> Hence it is evident that the state is a creation of nature, and that man is by nature a political animal. And he who by nature and not by mere accident is without a state, is either above humanity, or below it; he is the ‘Tribeless, lawless, hearthless one,’ whom Homera denounces — the outcast who is a lover of war; he may be compared to a bird which flies alone.
Sure, Aristotle wasn't talking about corporations, but as the author says "you can refuse to participate, but that doesn’t make it go away," you shouldn't be a bird which flies alone.
- more focus of personal responsibility for my own actions, I do not belive that uknown electorate solve my problems
- open mind for those, who have different political view, I no longer see enemies and it gives mindset to have less biased conversations on various topics
- more time to education about alternative topics, creativity, building, care about family, etc.
The whole reason I avoid politics is because it's not solution oriented. I don't get the feeling people discussing politics are trying to solve any problems, they're just fighting a tribal war, to have their tribe win over the other tribe(s).
Tribe cohesion seems to be valued waay higher than end results, and I'm a results-oriented person, so politics just isn't an attractive passtime to me. I also detest fighting/bickering, and I think it's not entirely unfair to describe politics as a bickering contest.
The counterpoint to this is that in order to motivate large groups of people to get stuff done, you need to be 'involved.' A good leader cannot be someone who says "we're above all of this" -- they have to be involved, they have to influence, and they use their influence to productive ends.
You actually cannot be solution oriented without politics. If you are "not involved in politics," that means that politics is involved with you, and you'll be forced to go wherever it lands, instead of attempting to influence the outcome.
It turns out in the end, we are solving problems for real people, and so all the messiness of real people: the pettiness, the tribal nature, the bickering, the facts-bent-to-justify-feelings... That's in the problem domain.
(For software engineers in particular, who can trend towards wanting to think of themselves as little logic-machines divorced from that kind of behavior: I also think it's a good exercise to keep that stuff in-scope because we are not immune to our own humanity, and recognizing when others are being tribal and petty makes it easier to recognize it in ourselves.)
> I don't get the feeling people discussing politics are trying to solve any problems
It depends on what you view a "discussing politics". To borrow a quote, "politics is the art of the possible." You have to use politics to define what problems are even considered, much less the possible ways they might get solved.
For instance, unlimited spending on political campaigns is either a problem, or not a problem, depending on your politics, never mind if it should be solved via amendment, court packing, or congressional act[1].
I agree, many people go hardcore on tribalism. I would likely agree it is a bad thing that many Americans define politics as, "us" and, "them". If you want to be results oriented, you have to convince people it's a problem, you're going to need to use politics to do so.
tribelessness itself is a poor result and does not solve any problems. It's a dead end. It's irrelevance. It's being an animal that eats for a while then dies and does no one else any good in the mean time. By arranging things so that no one else is a part of you, you are also not a part of anyone else. What is the point of that existense? It's the same as living in a vr where all you do is self-gratify and it has no effect on the world.
FWIW, the HN guidelines[1] specifically ask that we not do that.
Please don't comment on whether someone read an article. "Did you even read the article? It mentions that" can be shortened to "The article mentions that".
We can go by the guidelines or we can look at reality. It’s blindingly obvious that he in fact did not read the article and based everything he said on the title
This is not a great take. Politics shows up as a failure to construct an aligned organization.
There will always be some politics, but it should not be the most significant thing going on at a company.
In a well designed org, it tends towards zero.
In a positive sum environment, with incentives aligned with the shareholders, everyone is trying to make the business more profitable, and the "more" that everyone wants comes from the market.
You have to contend with reality on reality's terms to get more.
In a zero-sum environment (which is most large corporations) nothing anyone does will meaningfully move the needle on profitability.
The business has been built, and now it is coasting.
How to divide up the predictable profits is decided by politics, the "more" comes from someone else within the organization getting less.
The best advice is to know which environment you are in.
The "right" move is entirely context dependent.
If you are in a zero-sum environment, you need to play politics, that's the game.
If you are in a positive-sum environment, politics will be the noise, you can get more by building more.
I think you are missing the game theory aspect of it. Even in the positive sum game the spoils aren’t divided equally. Additionally not everyone behaves rationally, i find the opposite to be generally true
> I think you are missing the game theory aspect of it.
That's actually exactly how I think about this, let me explain my analysis.
I view it as the composition of two games. "Should we pursue the spoils?" is the first game, and the correct strategy is to play that game and coordinate with people to play it.
The zero sum game is dividing the spoils, this is conditioned on having won the first game.
As long as everyone is guaranteed enough of the spoils ahead of time for the game to be positive EV, they will play it, and continue playing games like it.
When you apply this to a company, this is just an issue of mechanism design (inverse game theory). Why weren't you architecting the game that the employees play, such that there is relatively little to be gained from the zero sum game, and most of the value comes from the magnitude of contribution to the positive sum game?
Ideally people play a positive sum game with their coworkers that is tied to revenue and their contributions to it, to the tune of 10s or 100s of thousands of dollars a year, while the zero sum game is only worth 1000s of dollars a year.
Everything has a sales component, good engineering doesn't automatically sell itself. In that respect, I agree some of what's called politics here is always necessary.
On the other hand, I've worked at places where the only way to get ahead is to be a smarmy political operator and do no real work (I find this common when there is no exposure to a real market so no objective standard of what is the right direction to take). It's better to just leave such organizations.
This is an excellent read and the title definitely made me assume the author wasn't talking about "office politics".
What's more important than "politics" is your ability to communicate in terms that people making decisions will understand. I didn't get this nuance early in my career. I was always focused on shipping, oblivious to costs: Time Cost, Opportunity Cost, etc.
Learning to make technical decisions based on Return on Investment is the real key to bridging this communications divide.
Weighted Shorted Job First (WSJF) is an approach that will bring your team and organization into thinking that way. It works wonders for getting people on the same page and it's just an ROI formula.
WSJF = Cost of Delay / Job Size
Job Size is a proxy for cost, because it's a proxy for time...which costs money.
Cost of Delay is a fancy way of estimating how valuable something is. Technically it's "User Business Value + Time Criticality + Opportunity Enablement & Risk Reduction" but it really boils down to Value + Time Criticality. Time Criticality meaning real deadlines where the value will go away if we don't hit it by the deadline. Think conference dates or contractual obligations, not sprint commitments (wanting something sooner doesn't make it time critical).
The more prepared you are, the better the case you can make for this number while those who are unprepared will simply have to guess without anything to substantiate it.
I got deep into this philosophy after watching an exec waste resources for over a year and a half on a project that nobody wanted. When we started scrutinizing decisions with WSJF and nothing he wanted to ranked highly enough based on the math, the entire organization got better. It does wonders to eliminate the squeaky wheel problem too.
This is what I always try to emphasize to the junior guys I've worked with. I read the book Flowers for Algernon when I was younger and it was the thing that stood out to me the most.
It does not matter how right you are if no one likes or will listen to you. Unfortunately, being likeable is inifinitely more important than being right. Your job is to strike a balance between both otherwise stupid likeable people will be dictating the direction.
1 office politics tip for engineers: engineers are helpful people, people who believe in putting in hard work now because future benefits.
office politicians believe in focusing on politics (relationships) and putting their name on as much progress as possible and getting facetime with higher ups.
watch for it in meetings: do not accept work assigned to you by a peer, push back on the boss going along with a peer assigning you work, and do not accept a peer volunteering to do the presentation while you get started on grunt work. that person is planning to "coordinate" your work and put s/he's name on it and give the presentation to higher ups.
you do the presentation, you talk to higher ups. somebody wants to help? they need to take their share of the grunt work, earn their way in like you did.
I find being outspoken is a great way to be heard and visible, but if I'm being honest my entire personality is confrontational.
I share my opinions, accomplishments, and (most importantly) my failures. This tends to make me a default leader in conversations, and I try really hard not to be overbearing.
"Think about the last time a terrible technical decision got pushed through at your company. Maybe it was adopting some overcomplicated architecture, or choosing a vendor that everyone knew was wrong, or killing a project that was actually working. I bet if you dig into what happened, you’ll find it wasn’t because the decision-makers were stupid. It’s because the people with the right information weren’t in the room."
This stands in stark contrast to the genai, ai-first nature of every company today.
In fact, almost every point made in this article is completely wrong from my experience in FAANG. It's almost always, 'my way or the highway' from leadership. Jump aboard or get left behind.
"The alternative to good politics isn’t no politics. It’s bad politics winning by default. It’s the loud person who’s wrong getting their way because the quiet person who’s right won’t speak up. It’s good projects dying because nobody advocated for them."
I think the problem here is the implication of the term "politics". We've been conditioned (at least in the US) to think of politics as a tribalistic "us vs. them" activity where interactions have winners and losers.
The classic picture of "office politics" is about either damaging reputations with gossip or getting special treatment because of who you know instead of what you know.
But this depiction strikes me as less about that dirty version of politics and more about simply accepting that social grease is important in an organization. Teamwork is important. Crafting the message to the recipient is important. Inclusiveness and a shared sense of ownership is important. Culture is important.
I detest and refuse to engage in tribalism - workplace or otherwise. But I 100% believe in the stuff from the previous paragraph.
> Politics is just how humans coordinate in groups.
"Politics" is the word we use to refer to coordination mechanisms.
> Think about the last time a terrible technical decision got pushed through at your company.
There were other interlinked concerns that were more important. "Yes that probably would be better, except that it's not consistent with what we've told the auditors. So it's not happening."
.
> Stop Avoiding Politics
Not everyone needs to stick their oar in on every decision.
On some level this is just a technicality. When people talk about politics they almost always talk about bad politics because good politics doesn’t feel like politics. It just feels like things are working correctly.
Please don't. I'm sick of watching your Power Points.
> But they’re not willing to do what it takes to influence those decisions.
This is true, and it remains true for me after reading your article.
I 100% agree that your approach is an effective way to move your organization forward, but one teeny weeny detail you're omitting is that if you continue to do this you will no longer be an individual contributor and will instead be management. You will gradually cede all of your time to this cause of championing good ideas and will have no time left for doing any of the work yourself.
I think most of the so-called cynics know the role of politics. It's not that they are ignorant, it's that they want their management to take care of it.
It turns out that that the degree to which you can avoid politics is proportional to the number of other people involved. You can probably safely ignore international politics: there are around 8 billion other people involved in it, and unless you are prepared to devote most of your time to it, you probably aren't going to move any needles anywhere.
Family politics, on the other hand, involves maybe a dozen people. Usually less. We don't even call it "family politics" even though it really kind of is. Family politics is important and you can not opt out unless you don't want (this) family. Even disengagement is a form of active participation here!
Somewhere in between, there is a line. The author says (and I agree) that workplace politics is on the "really you should be caring" side.
I would say, toxic politics is also just the bad politics the OP is talking about. Basically by the definition of the OP, I think pretty much most populism qualifies as bad politics. Politics beyond the workplace can work very similar to the one within. I know people who did 'good politics' within their work context and were asked to actual enter local politics. IMHO this is the best case. While I guess we also need career politicians, I see the biggest value in people that enter politics at a later stage.
To me, "populism" in the workplace shows up as pitting two groups against each other for personal gain.
I've seen it way too many times, from the engineering side: isolating engineers so they don't see decisions, and then blaming them to external stakeholders when something fails.
"Politics is just how humans coordinate in groups. It’s the invisible network of relationships, influence, and informal power that exists in every organization. You can refuse to participate, but that doesn’t make it go away. It just means decisions get made without you."
This is how I feel, and this is what I tell people when they don't want to get involved in the organization's politics.
Politics here is collaboration. Example given on tool selection seems like lacked good engineering and oversight in terms of trade studies or boards found in larger orgs.
All life is politics, and workspaces are not politics exempt. The world we live in understandably makes many cynics. Yes, still we want no kings, and more politics in and out of our workspaces.
> Good politics is just being strategic about relationships and influence in the service of good outcomes.
Yeah, no shit dude. That's exactly the part that's disgusting. Using the word "just" here feels dishonest.
I was subjected early on to someone who viewed every single interaction in every single relationship as transactional and framed every decision around the question "what's in it for me?"
It really warped my worldview for a long time and it took a ton of therapy and self-reflection to overcome. I'm not going to sacrifice my principles just to get something I want.
> Now I think the opposite: politics isn’t the problem; bad politics is. And pretending politics doesn’t exist? That’s how bad politics wins.
Feels like that's how extremism wins? If no one wants to confront other's political ideas, out of fear irrational responses,
At least in the United States, Americans are more unified on issues than the current executive branch, or (at the very least) the largest main stream media outlet would have you believe. It'd be great if people worked at the center, dealing with outcomes. There's far too much talking past each other, as people stand on their mountain of comfortable points, far too many who ignore evidence as soon as it does not conform to their world view.
This is my rebuttal about the nuance of being an employee.
An engineer avoids "politics" - as a vital protection mechanism against getting himself fired.
Often autistic ( my case ), technical, hard working, constantly exposed to poor decisions, lies, manipulations. The one thing the engineer can hold sacred is the technical truth. It is his one true avatar. To align himself with that, but not SPEAK FOR IT. To let his actions , the code, the technical implementation speak for him. IF a poor technical decision was pushed by higher ups, then accept it and implement. After all that is why there are 3 layers of management between him and the leadership who came up or approved the idea without him. The engineer stands for his work and his agreed role. The fruits of the companys efforts and failings become apparent through that. Why would a lowly paid engineer put his neck on the line to disagree with management and potentially embarrass someone? or worse?
It's as if the blog post and people who agree with it held positions, that relied on scheming, and "alighnment" to survive.
I think many good points are made, however Ive always felt that for the same reasons I stayed out of "office politics" I would also struggle to hire my own team which could handle working together for the greater good of the company. The only solution I thought of was some sort of "fair" share dispensation.
tl:dr; OPs opinion "could sound" in parts, like upper management blaming the code monkey for not being aggressive enough in the board meeting, where about 4 tiers of middle management stood in there with him, secretly 2 are having an affair in the toilets, 1 is someones nephew who doesnt work, another is terrified of being replaced by his underlings, none know anything about the project specs, ready to PIP him for speaking up and making them look slightly incompetent, or perhaps wondering outloud why a poor decision was being floated which was clearly some machination involving the powers that be to co-exist with other nebulous contracts and corporate entities. A terrible decision that would cost the company millions in the long term, but which would enable the current c-suite to look good before departing to other roles ala yahoo. If Ive offended some upper manager, Im sorry.
And you get absolutely nowhere besides being a mid level developer if you avoid office politics. I don’t care what your title is, if you are just heads down pulling tickets off the board, you are a mid level developer according to every leveling guideline I’ve seen by companies that have one - including BigTech.
After that it’s about “scope” and “impact”. You can’t have either without managing up, down and horizontally.
There's no way to avoid politics to avoid getting fired, it just means that when you get laid off you picked the wrong thing, and basically did it incidentally because you refused to forecast what project was going to be culled. Most software projects fail, and working harder on a failure won't get you anywhere.
If you find the personal part difficult then what I recommend folks dodo is pay attention to the flows of money, time, and communication that happen. Most of the time analyzing the patterns of how work is accomplished will tell you just as much about who is going to come out on top in a new paradigm as anything else.
Maybe it's because I'm getting older, but I remember that there used to be times when slop like this (and some other similar stop I've recently seen getting posted in here) was just not a thing, at least not at this level. I mean, this is really sloppy, it doesn't mean anything and a lot of things at the same time, it doesn't mention anything concrete.
> Ideas don’t speak. People do. And the people who understand how to navigate organizational dynamics, build relationships, and yes, play politics? Their ideas get heard.
This, this, this, but with a few caveats I’ve learned for myself (both government politics and corporate politics):
* Politics in a derogatory sense is simply bad governance. It’s bad ideas leading to bad decisions, often supported by bad data or bad justifications. In government, that “bad” might be a shade of “-ism” (corporatism, fascism, authoritarianism, racism, sexism, etc), while in corporate realms it’s often either straight dicta from the executive team or manipulative malfeasance from bad actors further down the chain
* Good politics and good governance are indistinguishable from one another, by and large.
* If consensus is reached by those acting in the best interests of the organization in the long haul, everyone involved should feel fairly invigorated afterwards. That rush is what gets folks into politics more broadly, and is how movements grow
* Cooperation, historically, breeds more success than mere competition. Bad actors wielding politics as a cudgel generally try to deter others from participating because they desire competition as a means of preventing others from achieving success.
* Politics isn’t necessarily deceitful, as the OP gets into. It’s about building relationships and understanding goals, then acting collaboratively to achieve them.
* “Politics-free zones” only serve to enable the bad actors in a space, who use that label to advance their (often indefensible) ideals and clamp down on dissent.
A lot of us in tech need to do better with politics if we want technology to change the world for the better, instead of merely serve the whims of billionaire griftos or regimes hostile to human rights.
You might think the people doing politics are manipulative ladder climbers, but they're climbing the same ladders available to you, so you should be one too.
> Stop pretending you’re above politics. You’re not. Nobody is. The only question is whether you’ll get good at it or keep losing to people who already are.
False. You do not lose if you do not play. You can offer your expertise/opinions and point out places where things could be improved, but at the end of the day, just treat work as someone paying for your time. If you've advised them on how to best make use of that time, and they want to do something else, well it's their money.
it depends on whether you want to live life with work-as-someone-paying-for-your-time or whether you want to live life as work-as-perfecting-and-delivering-on-craft
you can have an attitude towards spending the short hours you have on this earth attempting to produce quality work that others appreciate and make their lives easier in some way, as opposed to writing those hours off as sold to someone else
If I need to dig into social engineering and extrovert masking to be an effective engineer I probably should also look for another job. I hate places where this borderline nepotism is the only way to get anything done.
Oh well, I'll just endure it until the job market relaxes a little.
You can hone your skills while still maintaining a healthy detachment. You make your case at a thing, business decides to do something else that you think is dumb. You only "lose" if you were overly attached to the decision in the first place. Otherwise you simply get a chance to observe the outcome, see what went well/poorly, and reflect on whether/how you were totally right all along. Next time you have a clearer understanding and perhaps will be able to better articulate your position. You didn't lose. You gained experience and wisdom. You always win as long as you're open to do so. The business lost by listening to the wrong person.
And, indeed, perfection of the craft involves politics: it's not just understanding the technical space, it's about, eventually, understanding why other people see that space differently, what their goals are, how those goals overlap or don't, and how technical choices feed into that social layer.
Back in the day, Chrome was about a sandboxed subprocess architecture that made for a more stable browser. It was also about breaking the back of the Microsoft monopoly and advocating for why people should bother to care (remember the comic strip Google commissioned?). Nowadays, if it weren't about politics at all, Chrome would still be the best choice because it's still technically very good.
But there's more to the problem than simple technical competenece.
I think this is saying the same thing as the author, with the possible exception that the author is operating under the assumption that curtailing one's career at a particular level is "losing." It isn't for everyone, and it's a perfectly rational decision to top out as a really good individual contributor or senior software engineer.
... but at some point in a corporate setting, the job becomes about people, not just technology, because all businesses end up being about people. Deciding not to address that sends a very heavy signal to anyone with authority to put a person in a position of high authority in a company that they don't want that authority. You can't just-write-really-good-code your way towards being CTO or senior VP of anything; eventually, you'll meet the challenge of "Someone else has another idea to do it, and maybe it's worse than yours or maybe it's equivalently good but optimizes along other axes than yours, and if your answer to them asserting we should all use their solution is 'I don't do politics' then the company will use the solution that was advocated for and better, worse, or indifferent, yours will be interpreted as under-supported and routed around."
> well it's their money.
And, indeed, for those of us who don't do politics, it always will be their money and not ours.
I have never seen a company with leveling guidelines consider a “senior engineer” as someone who dutifully just pulls tickets off the board and doesn’t have to lead major initiatives that involve dealing with other people.
If you are just pulling well defined tickets off the board, you are easily replaced, outsourced and it’s hard to stand out when looking for another job.
Then you shout “use your network”! That required being known, being liked and being remembered - politics.
While I agree that avoiding/ignoring politics isn't helpful to anyone, it still doesn't have a place at work. My view is, people are going to disagree on politics, and therefore it just gets into a debate, or worse, an agrument at the office or in chat and makes the whole situation more ugly than the manager and/or employer wants to have to deal with.
The author presents two options: think you’re above politics, or practice it. I admit that, when I was younger, I did believe the first for a while, but what it progressed to was an option C: accept that politics, in some form, is necessary and affects me, then choose to spend as much of my life as possible on other things. If politics is necessary then boy is farming necessary, yet I’m not a farmer. Medicine is necessary, yet I’m not a doctor; defense is necessary, yet I’m not a soldier. These jobs are entrusted to others. We live in a highly specialized society, with which comes the gift of being free to choose beautiful things to feed our limited life energy to, and the curse of being ineffectual in any area we sacrifice little for. Because we’ll be consistently outperformed by those who give more to that area, and less to every other endeavor and principle.
Sometimes, in both workplaces and countries, we enter a state in which we’re forced to feed more of ourselves to the beast. The state’s name is desperation. It’s a tragic state, like reversion to a society in which we spend all our time finding food. People in such a state can’t create science or art.
"Think about the last time a terrible technical decision got pushed through at your company. Maybe it was adopting some overcomplicated architecture, or choosing a vendor that everyone knew was wrong, or killing a project that was actually working. I bet if you dig into what happened, you’ll find it wasn’t because the decision-makers were stupid. It’s because the people with the right information weren’t in the room."
Well, it's a decent article, but that paragraph does not match my experience. In my experience, it's typically because there's a non-technical reason why the technical decision was done badly:
1) devs, or their supervisors, or both want Hot New Thing on their resumes
2) in order to get Good New Thing purchased, the Old Bad Thing must be shown to be unworkable, so saving Old Bad Thing with a clever solution is undesirable
3) org needs a system using New Buzzword, to show to VC's or others, and this is the opportunity to use New Buzzword, whether it makes sense here or not
None of these are reasons that I like, but they are also reasons that are very convincing to most people, especially high-ranking decision makers.
I don't mean to suggest that the articles points like "Building relationships before you need them", etc. aren't a good idea. Just don't expect it to have a very high success rate in winning debates about "terrible technical decisions".
As usual HN comments are more on point than the article.
I've lost count of how many times something was proposed and rejected by everyone in the chain except the C-suite. Then the C-suite overrode the process decisions basically because they played golf with someone outside the company.
I was once even part of a vendor assessment that was rejected and it turned out that the CEO had already given the green light and signed paperwork weeks before so we all were just wasting our time on something that had been decided unilaterally.
I feel that a lot of the times conversations around this topic end up with some anecdote like "well, playing politics doesn't actually work because I work at a dysfunctional company where decisions are made by morons". If you have a C-suite that makes decisions based on golf games, this advice is not for you. You have a different set of problems. You should absolutely address those problems. But that doesn't mean that this advice isn't for anyone, and coming and telling everyone that the advice is always meaningless isn't accurate.
It's like two people discussing how to handle difficult conversations in a romantic relationship, and a third guy comes in and says "this conversation is irrelevant because every time I date someone they cheat on me". I'm sorry you're dealing with that problem, but it is not really related to the topic at hand.
Except this is an article on how to perform technical politics in large organizations. Functional, intelligent, non-nepotistic leadership is the exception, not the rule. It has been this way for a long time, perhaps forever. Dilbert became one of the most circulated comics for good reason. This article is the third guy.
Pretending that identifying stakeholders' needs, communicating the solutions, and delivering them are the keys to succeeding in corporate politics is a joke. It's our parent's telling us that we need to be good for Santa Claus. Human politics is an enormously deep subject, and a newbie will get trampled every single time. If you are sitting at a poker table and don't know who the sucker is within five minutes, congratulations, you are that sucker.
> Functional, intelligent, non-nepotistic leadership is the exception
The majority of marriages end in divorce. This doesn't mean that I should treat the person I am dating as someone I am going to divorce. That is not healthy for me, the people I interact with, or my future.
I'd add that in my experience, when you are close to the action, the cynic "golfing nepotism" take is usually missing a point of view that is far more rational; just far from the developer/architect that is dismissing the decision. Perhaps not technically optimal, or fair, or even legal - but even so, more akin to "I know this person delivered in the past, and the alternative is also good on paper" or "I really need to save my ass" (nobody got fired by choosing IBM) or "business-wise, this technical recommendation I don't really care for". Perhaps I'm optimistic but in general I don't really think (or want to believe) that people are quick to wage their careers on an acquaintance that is clearly selling something as part of their job, unless the stakes are really not so high from their point of view. Then again, open a newspaper :)
This is just one example that was made public due to the federal case, but there is no doubt that this kind of activity is quite common in corporate America at all levels. https://www.justice.gov/usao-ndca/pr/former-netflix-executiv...
A solid understanding of behavioral psychology may make it obvious, but like you mention, one could also just open a newspaper.
> Then the C-suite overrode the process decisions basically because they played golf with someone outside the company.
Every Oracle adoption for the past 40 years
And 100% of TikTok and Paramount information control acquisitions.
The golfist outside the company played the political game better than the people inside the company.
> As usual HN comments are more on point than the article....I've lost count of how many times something was proposed and rejected by everyone in the chain except the C-suite. Then the C-suite overrode the process decisions basically because they played golf with someone outside the company.
You're just naming legitimate stakeholders (the C-suite) and asserting that they're illegitimate.
I grant you that playing golf is a cartoonishly pathological [1] version of it, but yes, there are always people more powerful than you in the organization, and if they have an opinion on what you should be doing, then you can either try to convince them (i.e. politics), or you can give up. Not playing is not an option, and being obstinate is a good way to get fired.
So maybe a case of HN comments being "more on point than the article", but primarily in the way that it directly illustrates what the author is saying: engineers routinely bail out of the politics, to their own detriment.
(FWIW, all of the items in the parent comment's list are even less extreme, and more reasonable, than your own. For example, if you throw up your hands in disgust simply because your colleagues want to use a new tool, you're gonna have a bad career.)
[1] and likely apocryphal - there’s probably something going on that is more rational, and characterizing it as “picking the golf buddy” is a cope.
I think the article is arguing that if you build the relationship, you can involve yourself into these conversations early enough to direct them the way that your idea would go. In your cases, for example:
1. Recognizing early enough that this Hot New Thing incentive is here and figuring out how your Good New Thing can live with the Hot New Thing
2. Helping show the Old Bad Thing is unworkable for your Good New Thing
3. Understanding that the org cares about New Buzzword and framing your work under those pretenses.
I think the article is great, in theory; it just NEVER works this way in practice, unless you may be in a technical organization. There are ALWAYS business reasons that cause technical projects to fail. We regularly see the articles about the failure rate of technical projects all the time on the front page.
Why is this? Because the number and weight of the business folk almost always outnumber the technical. You can be the best fucking political engineering wrangler in the world; building relationships, taking people along for the ride, helping others gain understanding and those projects still fail.
> There are ALWAYS business reasons that cause technical projects to fail
So it's always business folks' fault, and never the nerds' fault? My experience has been different (full disclosure - professional nerd for 30 years)
I appreciate you replying. My intent was never to place blame; instead, it was to point out that while the article's author suggests technical folks need to play the game better, I feel that it won't matter and getting the rest of a non-technical-first org along for the ride is more difficult than just being a solid political player.
The article's point is that "the rest of a non-technical-first org along for the ride" is indeed playing politics (or at least a subset thereof).
Never works in practice is such a strong statement and I would argue that most of the time is because the technical people avoid politics entirely, like the article says
I dunno, honestly, my organization works a lot like what the post is describing. I think my org has healthy politics but at the same time I can't really tell if the times I thought the politics were "toxic" were simply because I was on the outside looking in, whereas this time I'm an operator in the space.
What about RTO? New 'ai-first' genai initiatives?
I mean sometimes you are outruled. That's part of recognizing politics, in my opinion. If your VCs want you to do GenAI and you think it's dumb, you are overruled. But you can still benefit from this in a lot of ways. You just need to recognize what you can benefit from.
> "terrible technical decisions".
Another point worth bringing up is that sometimes, that stuff doesn't matter. I see so many engineers get hopelessly invested in technical debates that are, honestly, just silly: it's often better for the company to get something barely-good-enough done quickly than to flesh out the "optimal" design over the course of weeks or months, and over the dead bodies of people who have a different opinion about vi-versus-emacs.
And even if you accumulate tech debt, it is sometimes a wise decision to pay it back later, when you (hopefully) have more money and time.
So, I'd add "pick your battles wisely" to the list of tips.
Agreed. In my experience, a lot of this has been the XY problem. C level has a legitimate need or problem, they think they've solved it by asking for technology Z and the people who actually know the systems aren't consulted. When they do push back, it's seen as not following orders, so now we have to shoehorn in some dumb solution that doesn't fit in with the rest of the env. It works, so leadership doesn't understand why it's a problem.
I as a self interested actor as we all are see nothing wrong with:
1) Since around 2008 I’ve had 8 jobs after staying at my second job for nine years. Whether I was laid off or chose to get another job because of salary compression and inversion, being able to get a job quickly - and it’s never taken me more than a month even in 2023 and last year - was partially because at now 51, I have made damn sure I stay up to date with real world use of the “latest hotness”.
2) see #1
3) if you are a VC backed company, your shining light is not “make a good product”. It’s “the exit” and shortly afterwards a blog post about “our amazing journey” where they announce the product is going to be shut down.
The goal of politics in the office is not to do “the right thing”. It’s to stay in alignment with the people who control your paycheck and to make sure you can keep exchanging money for labor when time comes to her another job.
Yes, recognizing reality and the incentive structure is powerful. Then one can make smart tradeoffs. Most people want to stay in apparent alignment with their employer to advance. But sometimes perfect alignment isn’t optimal for what you want to do next.
Some examples:
Some might want to work on an interesting project with a new technology, even though it isn’t a recognized fit for your company.
Some prefer to build strong and trusted relationships for referrals later.
Some people will pursue aims that are to the detriment of their company. *
It is wise to recognize the diversity of goals in people around you.
* Getting great alignment is not easy. Not with people, not with highly capable intelligent agents trained with gradient descent that will probably operate outside their training distribution. Next time you think a powerful AI agent will do everything in your interests, ask yourself if your employee will do everything you want, just as you would want it.
Regarding #1, when people ask what is the best skill I acquired during my career, I always answer that it was "learning how to do well in interviews".
For a very long time it was the only thing I focused. Quite often the job itself is pretty easy, getting in is the hard part.
In the past couple of years I let it slide a bit because keeping yourself sharp for interviews is sort of a pain in the ass, but I promised nyself that 2026 I'm back at it
This guy businesses.
Big decisions are almost always made on factors that are more relationship based than technical based at the end of the day.
Many highly technical people despise management, MBAs, and anything in that orbit. This is understandable, but leads to a lot of frustration.
If you truly want to guide major decisions you are going to be more effective at the top of the stack than the bottom. Every tier has trade offs, and you are almost always having to sell some part of your soul to truly move up.
Like it or not, most technical companies these days are managed to short terms goals and payouts. The C Suite, investors, etc are all just there for a payday. The actual product or anything else is just a detail in the goal of collecting commas. If you recognize this, you have a better chance of managing your own expectations at whatever level you are in the org. If you spend your time fighting for something that is not truly the goal of the company you will tend to have a bad time overall.
And even if it was because the right people weren't in the room, that's still a leadership failure. Part of the job of those decision-makers is to get the right people into the room
With good leadership, politics won't feel like politics. Everything this article describes as "good politics" is definitely good stuff to do, but none of it should feel like politics to your typical "I hate politics" engineer. Building relationships? That's just meeting interesting coworkers. Understanding the real incentives? That's keeping the big picture in mind, a standard requirement for any engineer. Managing up effectively? A good manager will treat you like the expert that you are and that happens automatically. Creating win-win situations? That's that big picture thing again. Being visible? Who doesn't like to share the cool stuff they've done?
I hate politics. I do all of those "good politics" things and I enjoy all of it. It might technically be "politics" but it's not what we think of when we say the word.
This article boils down to a semantic argument. They want to carve out a section of the job and put it under the label of "politics" when most of us would not put it there. That label may be right, it may be wrong, but I don't really care. It's just not an interesting argument. I think this article would be a lot better if it dropped the P word entirely and just explained why and how you should do the "good" things it lists.
> but none of it should feel like politics to your typical "I hate politics" engineer [...] Who doesn't like to share the cool stuff they've done?
Certainly many would prefer to just enter flow state and work on their craft, work the wood with the chisel (=do the engineering work), etc. It is of course not a good strategy in reality, and it doesn't matter what people "want", but let's at least admit that plenty of people don't enjoy having to interact a lot. People-oriented vs thing-oriented.
I know that plenty of people don't like doing presentations and writeups and such, but just telling your coworkers about whatever cool thing you've done seems to be pretty much universally enjoyed in my experience.
There's also option 4: CxO was out golfing with some rich friends that happen to own <vendor of buzzword software> and/or is getting kickbacks, so now we have to use <crap buzzword software> instead of <old solution> or just not using it at all because what the software offers isn't needed, but CxO doesn't know because he's out golfing, banging hookers and snorting coke all freaking day.
And yes, this kind of shit happens regularly - sometimes, people even get busted for it like that Netflix executive who got kickbacks from, amongst others, Netskope [1].
Let's be real: no matter how good you are at networking - unless you come from Old Money or have a wildly successful exit under your belt, you are not joining the club of elite morons that actually pulls the strings.
[1] https://www.justice.gov/usao-ndca/pr/former-netflix-executiv...
the most common I've seen is "person in charge of Project That Makes No Sense is the most aggressive and willing to do deceitful things to make themselves look good"
When Jeff Hodges gave a presentation of his "Notes on Distributed Systems for Youngbloods"[1] at Lookout Mobile Security back in like 2014 or 2015, he did this really interesting aside at the end that changed my perception of my job, and it was basically this. You don't get to avoid "politics" in software, because building is collaborative, and all collaboration is political. You'll only hurt yourself by avoiding leveling up in soft skills.
No matter how correct or elegant your code is or how good your idea is, if you haven't built the relationships or put consideration into the broader social dynamic, you're much less likely to succeed.
[1] https://www.somethingsimilar.com/2013/01/14/notes-on-distrib...
I used to work for a software company that literally had "no politics" as part of its DNA. It was in the company handbook, it was in our values, people would say it when they talked about what it was like to work at the company. Hell, whilst I can't recall any specific instances, I guarantee that I said it and probably many times[0].
But, of course, it was never true. It might have felt true - certainly superficially - when we were a smaller company, but the reality is that it never was. We just didn't want to be grown up enough to admit that.
You can only really interface effectively with reality and make good decisions when you face up to that reality rather than living in denial. Or, as one of my favourite quotes (albeit that it's now a bit overused), from Miyamoto Musashi, puts it: “Truth is not what you want it to be; it is what it is. And you must bend to its power or live a lie.”
So that company maintained the "no politics" value for long years after it became apparent to anyone with a working brain that it wasn't true. Wasn't even close to true.
And that's poison: it bleeds into everything. Avoidance of the truth promotes avoidance elsewhere. Lack of openness, lack of accountability, perverse mythologies, bitterness, resentment, and a sort of gently corrosive low grade mendacity that eats away at everything. And all because we're lying to ourselves about "no politics".
So I agree: politics is unavoidable and, if we are to succeed, we must do so by becoming politicians, and admitting to both ourselves and to others that we're doing it, because success cannot be sustained without that, and we also can't help others to reach their full potential unless we are honest with ourselves and eachother.
[0] And certainly I'd say that I hated politics and wanted no part of it.
Your Musashi quote reminds me of another relatively well-known quote from philosopher Eugene Gendlin:
"What is true is already so. Owning up to it doesn't make it worse. Not being open about it doesn't make it go away. And because it's true, it is what is there to be interacted with. Anything untrue isn't there to be lived. People can stand what is true, for they are already enduring it."
I think the problem is that this is the core of most companies. A core lie that they tell the employees and sometimes even the customers - "we value you" - "we care about our employees" "we want to serve our shareholders" "we build community" "we try to ..." vision statement type stuff, almost always suborned to "I want the C suite to make the most money possible RIGHT NOW" or "You can never make me look bad even when I am an idiot".
Anything that violates those core precepts are rejected out of hand, and often times for things that would support the companies stated principles.
I have worked 20+ jobs in my life, and either petty bullshit or greed rules the top of the heap in all but the most particular circumstances. I cant even remember how many meetings I have setup with CEO's to hand feed them information and cheer them on like a toddler so they can make the obviously correct decision.
When has employment politics ever meant "leveling up in soft skills"?
Employment politics has always meant: brown nosing, throwing vulnerable people under the bus, posturing, taking credit for other people's contributions, blaming other people for your failures, and on and on.
Or to use the language of TFA, "iNfLUeNcE".
I agree with your description of "politics" as a negative/pejorative thing. That's also the only way I'm used to hearing it.
Hearing about "politics" in a neutral/positive way would be new to me.
> I agree with your description of "politics" as a negative/pejorative thing.
That's just a difference in framing between winners and losers.
If you get your way, you say it was due to influence, bridge building, teamwork, etc.
If you don't, you say "politics".
For every occasion someone says "politics" negatively, realize the other party is using the other framing.
More importantly: For every time you get your way, the other party is saying "Politics!"
I think that's a very valid take, actually.
If that’s all you see, you probably need to level up your soft skills.
Certainly the things you’re talking about are real, and particularly severe in some environments, but there’s a lot of room to improve your influence without engaging in any of that.
> If that’s all you see, you probably need to level up your soft skills.
Not OP but I honestly don't see how this comment/tone is warranted in response to what they wrote.
You have yet to meet someone at a company you work for you who does one or more of the things I listed above to successfully advance their career?
I don't think that's their point.
I think their point is that you can have influence without doing these things.
Then I was misunderstood as well.
As if anyone, myself included, would suggest that my listed items are the only way to influence your employer is a hilariously bad faith read.
I take issue with TFA framing the problem of people saying they hate "employment politics" as a you problem when I am of the opinion it is a leadership problem. Bad leaders fail to, or refuse to, see the things I listed as "bad politics".
Just take my supplements, bro. It'll fix your "soft skills", bro.
I think you were misunderstood as well, yes.
Many do. More common the further up the ladder you get. But I’ve been able to gain enough influence to affect most of the things I care about without engaging in that, unless you consider being friendly and supportive (something that did not come remotely naturally to me) to be brown-nosing.
If you want to significantly influence a lot of high-level strategic decision-making at very large companies, then you do probably need to engage in nasty things like that. But most of us don’t work at that scope.
And what, you think those are technical skills?
My point is that framing "bad politics" as a problem with you, or your employees if you're an employer, is absurd.
"Bad politics" comes straight from the top.
This is frankly a very childish and Reddit-level take on the issue.
If you think HN is a bastion of "adultish takes", you're gonna have a bad time.
> 5. Being visible. If you do great work but nobody knows about it, did it really happen? Share your wins, present at all-hands, write those design docs that everyone will reference later.
And don't forget that when managers or seniors are involved, there's magic alchemy that comes from spreading the credit around. Suppose Bob works under Alice and Bob, mostly solely, accomplishes something significant. If Alice presents and takes credit for it, Alice might receive 1 credit point. If she presents it as Bob's work and never mentions herself, Bob will get the 1 credit point. But Alice will pick up some credit just for presenting (let's guess 0.5 unit), Bob will get the 1 point, and because Alice now manages Bob, whose stature just went up, she'll get an additional (let's guess) 0.25 point. So you've got 1.75 units of credit instead! Never be shy to give credit to others. You will benefit too!
(This is also one of the 11 Laws of Showrunning: https://news.ycombinator.com/item?id=27867023 among other links )
I've always used "we" when describing and presenting work done as part of a team, even if solo. There's a certain skill in knowing when to promote yourself, and how you do so. These days I tend to be positive in a group sense, and take direct specific ownership of failings. I may be lucky but I think this has led to a lot of respect from coworkers and c-suite that I've engaged with. I've never once felt like people don't know who is getting the work done in the end.
That’s cool theory and all but in reality alice will get all the credit and no one will even remember bobs name. People are mostly wrapped up in their own thing and 2 months later at best they will remember one sentence and that it's somehow attached to alice. Get people doing the work on your team to present it if you want them to get credit or stop pretending you actually care about this
anecdote:
My first company got bought out and the CEO went around awarding bonuses. It was a calculus of around ( 0.4 * salary * number of years ).
When it was my turn, he double-checked with HR that I had worked there as long as I had
I was super jr, but sat next to his office. Didn't know I existed.
Thanks for the link and perspective
This is one effect that a lot of narcissists don't understand: You get more by giving some away.
So you can get only get to the top when you spread coins around.
With the number of narcissists I've seen be wildly successful, I have to disagree with you.
There is a very clear and well established path to the top for people who only care about themselves.
> Hence it is evident that the state is a creation of nature, and that man is by nature a political animal. And he who by nature and not by mere accident is without a state, is either above humanity, or below it; he is the ‘Tribeless, lawless, hearthless one,’ whom Homera denounces — the outcast who is a lover of war; he may be compared to a bird which flies alone.
Sure, Aristotle wasn't talking about corporations, but as the author says "you can refuse to participate, but that doesn’t make it go away," you shouldn't be a bird which flies alone.
Abandoning care about current politics gives me:
- more focus of personal responsibility for my own actions, I do not belive that uknown electorate solve my problems
- open mind for those, who have different political view, I no longer see enemies and it gives mindset to have less biased conversations on various topics
- more time to education about alternative topics, creativity, building, care about family, etc.
Tribeless suits me just fine.
The whole reason I avoid politics is because it's not solution oriented. I don't get the feeling people discussing politics are trying to solve any problems, they're just fighting a tribal war, to have their tribe win over the other tribe(s).
Tribe cohesion seems to be valued waay higher than end results, and I'm a results-oriented person, so politics just isn't an attractive passtime to me. I also detest fighting/bickering, and I think it's not entirely unfair to describe politics as a bickering contest.
The counterpoint to this is that in order to motivate large groups of people to get stuff done, you need to be 'involved.' A good leader cannot be someone who says "we're above all of this" -- they have to be involved, they have to influence, and they use their influence to productive ends.
You actually cannot be solution oriented without politics. If you are "not involved in politics," that means that politics is involved with you, and you'll be forced to go wherever it lands, instead of attempting to influence the outcome.
The problem is way more "involved in what exactly?" than whether people should be involved or not.
The GP is right that people tend to name stuff as "politics" when there is no external goal. And getting involved on those is just bad.
But also, the GP is wrong if you go with the formal definition for that word, like you are doing.
It turns out in the end, we are solving problems for real people, and so all the messiness of real people: the pettiness, the tribal nature, the bickering, the facts-bent-to-justify-feelings... That's in the problem domain.
(For software engineers in particular, who can trend towards wanting to think of themselves as little logic-machines divorced from that kind of behavior: I also think it's a good exercise to keep that stuff in-scope because we are not immune to our own humanity, and recognizing when others are being tribal and petty makes it easier to recognize it in ourselves.)
> I don't get the feeling people discussing politics are trying to solve any problems
It depends on what you view a "discussing politics". To borrow a quote, "politics is the art of the possible." You have to use politics to define what problems are even considered, much less the possible ways they might get solved.
For instance, unlimited spending on political campaigns is either a problem, or not a problem, depending on your politics, never mind if it should be solved via amendment, court packing, or congressional act[1].
I agree, many people go hardcore on tribalism. I would likely agree it is a bad thing that many Americans define politics as, "us" and, "them". If you want to be results oriented, you have to convince people it's a problem, you're going to need to use politics to do so.
[1]https://en.wikipedia.org/wiki/Citizens_United_v._FEC
> Tribeless suits me just fine.
Just because you’re not a part of the prominent tribes that you see around you does not make you tribeless.
— […] and I have no culture of my own.
— Yes you do. You’re a culture of one. Which is no less valid that a culture of one billion.
— Star Trek: The Next Generation, season 6, episode 16, Birthright, Part I
tribelessness itself is a poor result and does not solve any problems. It's a dead end. It's irrelevance. It's being an animal that eats for a while then dies and does no one else any good in the mean time. By arranging things so that no one else is a part of you, you are also not a part of anyone else. What is the point of that existense? It's the same as living in a vr where all you do is self-gratify and it has no effect on the world.
Sounds fun, I'm in. Didn't ask for the ride/responsibility and the only reason it hasn't ended by now is sheer cowardice
Did you read the article?
> feeling people discussing politics are trying to solve any problems
it's explicitly about how you need to work in political ways to solve problems at work. It's not about country-wide politics or something.
I actually was thinking specifically about the office politics at one of my previous employers when I wrote that comment.
Yes it's also applicable to the other kind of politics. The two are entirely too similar imo.
All the more reason to steer clear if you ask me.
> Did you read the article?
FWIW, the HN guidelines[1] specifically ask that we not do that.
Please don't comment on whether someone read an article. "Did you even read the article? It mentions that" can be shortened to "The article mentions that".
[1]: https://news.ycombinator.com/newsguidelines.html
We can go by the guidelines or we can look at reality. It’s blindingly obvious that he in fact did not read the article and based everything he said on the title
You realize the article is about “politics” in the workplace or more accurately learning how to deal with people and getting your ideas across?
Your comment doesn’t address the article at all.
You may not be interested in the dialectic, but the dialectic is interested in you.
This is not a great take. Politics shows up as a failure to construct an aligned organization. There will always be some politics, but it should not be the most significant thing going on at a company. In a well designed org, it tends towards zero.
In a positive sum environment, with incentives aligned with the shareholders, everyone is trying to make the business more profitable, and the "more" that everyone wants comes from the market. You have to contend with reality on reality's terms to get more.
In a zero-sum environment (which is most large corporations) nothing anyone does will meaningfully move the needle on profitability. The business has been built, and now it is coasting. How to divide up the predictable profits is decided by politics, the "more" comes from someone else within the organization getting less.
The best advice is to know which environment you are in. The "right" move is entirely context dependent. If you are in a zero-sum environment, you need to play politics, that's the game. If you are in a positive-sum environment, politics will be the noise, you can get more by building more.
I think you are missing the game theory aspect of it. Even in the positive sum game the spoils aren’t divided equally. Additionally not everyone behaves rationally, i find the opposite to be generally true
> I think you are missing the game theory aspect of it.
That's actually exactly how I think about this, let me explain my analysis.
I view it as the composition of two games. "Should we pursue the spoils?" is the first game, and the correct strategy is to play that game and coordinate with people to play it.
The zero sum game is dividing the spoils, this is conditioned on having won the first game. As long as everyone is guaranteed enough of the spoils ahead of time for the game to be positive EV, they will play it, and continue playing games like it.
When you apply this to a company, this is just an issue of mechanism design (inverse game theory). Why weren't you architecting the game that the employees play, such that there is relatively little to be gained from the zero sum game, and most of the value comes from the magnitude of contribution to the positive sum game?
Ideally people play a positive sum game with their coworkers that is tied to revenue and their contributions to it, to the tune of 10s or 100s of thousands of dollars a year, while the zero sum game is only worth 1000s of dollars a year.
Everything has a sales component, good engineering doesn't automatically sell itself. In that respect, I agree some of what's called politics here is always necessary.
On the other hand, I've worked at places where the only way to get ahead is to be a smarmy political operator and do no real work (I find this common when there is no exposure to a real market so no objective standard of what is the right direction to take). It's better to just leave such organizations.
This is an excellent read and the title definitely made me assume the author wasn't talking about "office politics".
What's more important than "politics" is your ability to communicate in terms that people making decisions will understand. I didn't get this nuance early in my career. I was always focused on shipping, oblivious to costs: Time Cost, Opportunity Cost, etc.
Learning to make technical decisions based on Return on Investment is the real key to bridging this communications divide.
Weighted Shorted Job First (WSJF) is an approach that will bring your team and organization into thinking that way. It works wonders for getting people on the same page and it's just an ROI formula.
WSJF = Cost of Delay / Job Size
Job Size is a proxy for cost, because it's a proxy for time...which costs money.
Cost of Delay is a fancy way of estimating how valuable something is. Technically it's "User Business Value + Time Criticality + Opportunity Enablement & Risk Reduction" but it really boils down to Value + Time Criticality. Time Criticality meaning real deadlines where the value will go away if we don't hit it by the deadline. Think conference dates or contractual obligations, not sprint commitments (wanting something sooner doesn't make it time critical).
The more prepared you are, the better the case you can make for this number while those who are unprepared will simply have to guess without anything to substantiate it.
I got deep into this philosophy after watching an exec waste resources for over a year and a half on a project that nobody wanted. When we started scrutinizing decisions with WSJF and nothing he wanted to ranked highly enough based on the math, the entire organization got better. It does wonders to eliminate the squeaky wheel problem too.
This is what I always try to emphasize to the junior guys I've worked with. I read the book Flowers for Algernon when I was younger and it was the thing that stood out to me the most.
It does not matter how right you are if no one likes or will listen to you. Unfortunately, being likeable is inifinitely more important than being right. Your job is to strike a balance between both otherwise stupid likeable people will be dictating the direction.
Not that I disagree with the article, but I wish the title was clarified to office politics.
I clicked hoping to find am argument to the engineering community at large to recognize the political aspects of our work.
Although I guess the basic argument still applies.
Website and original unedited title: Stop Avoiding Politics
1 office politics tip for engineers: engineers are helpful people, people who believe in putting in hard work now because future benefits.
office politicians believe in focusing on politics (relationships) and putting their name on as much progress as possible and getting facetime with higher ups.
watch for it in meetings: do not accept work assigned to you by a peer, push back on the boss going along with a peer assigning you work, and do not accept a peer volunteering to do the presentation while you get started on grunt work. that person is planning to "coordinate" your work and put s/he's name on it and give the presentation to higher ups.
you do the presentation, you talk to higher ups. somebody wants to help? they need to take their share of the grunt work, earn their way in like you did.
Politics is any question of the form "what should we do?"
If you don't want to be involved in answering questions like that, then by all means avoid politics.
Both if you don't want to be involved in answering them and you can accept whatever answer other people come up with.
I find being outspoken is a great way to be heard and visible, but if I'm being honest my entire personality is confrontational.
I share my opinions, accomplishments, and (most importantly) my failures. This tends to make me a default leader in conversations, and I try really hard not to be overbearing.
ADHD + outspoken = confrontational / obnoxious.
"Think about the last time a terrible technical decision got pushed through at your company. Maybe it was adopting some overcomplicated architecture, or choosing a vendor that everyone knew was wrong, or killing a project that was actually working. I bet if you dig into what happened, you’ll find it wasn’t because the decision-makers were stupid. It’s because the people with the right information weren’t in the room."
This stands in stark contrast to the genai, ai-first nature of every company today.
In fact, almost every point made in this article is completely wrong from my experience in FAANG. It's almost always, 'my way or the highway' from leadership. Jump aboard or get left behind.
"The alternative to good politics isn’t no politics. It’s bad politics winning by default. It’s the loud person who’s wrong getting their way because the quiet person who’s right won’t speak up. It’s good projects dying because nobody advocated for them."
- again, genai - Amazon RTO - Meta's metaverse forray. - etc.
I think the problem here is the implication of the term "politics". We've been conditioned (at least in the US) to think of politics as a tribalistic "us vs. them" activity where interactions have winners and losers.
The classic picture of "office politics" is about either damaging reputations with gossip or getting special treatment because of who you know instead of what you know.
But this depiction strikes me as less about that dirty version of politics and more about simply accepting that social grease is important in an organization. Teamwork is important. Crafting the message to the recipient is important. Inclusiveness and a shared sense of ownership is important. Culture is important.
I detest and refuse to engage in tribalism - workplace or otherwise. But I 100% believe in the stuff from the previous paragraph.
> Politics is just how humans coordinate in groups.
"Politics" is the word we use to refer to coordination mechanisms.
> Think about the last time a terrible technical decision got pushed through at your company.
There were other interlinked concerns that were more important. "Yes that probably would be better, except that it's not consistent with what we've told the auditors. So it's not happening."
.
> Stop Avoiding Politics
Not everyone needs to stick their oar in on every decision.
On some level this is just a technicality. When people talk about politics they almost always talk about bad politics because good politics doesn’t feel like politics. It just feels like things are working correctly.
> Share your wins, present at all-hands
Please don't. I'm sick of watching your Power Points.
> But they’re not willing to do what it takes to influence those decisions.
This is true, and it remains true for me after reading your article.
I 100% agree that your approach is an effective way to move your organization forward, but one teeny weeny detail you're omitting is that if you continue to do this you will no longer be an individual contributor and will instead be management. You will gradually cede all of your time to this cause of championing good ideas and will have no time left for doing any of the work yourself.
I think most of the so-called cynics know the role of politics. It's not that they are ignorant, it's that they want their management to take care of it.
Should be titled Stop Avoiding Workplace Politics?
It’s not a discussion of the toxic political environment we live in today.
It turns out that that the degree to which you can avoid politics is proportional to the number of other people involved. You can probably safely ignore international politics: there are around 8 billion other people involved in it, and unless you are prepared to devote most of your time to it, you probably aren't going to move any needles anywhere.
Family politics, on the other hand, involves maybe a dozen people. Usually less. We don't even call it "family politics" even though it really kind of is. Family politics is important and you can not opt out unless you don't want (this) family. Even disengagement is a form of active participation here!
Somewhere in between, there is a line. The author says (and I agree) that workplace politics is on the "really you should be caring" side.
I would say, toxic politics is also just the bad politics the OP is talking about. Basically by the definition of the OP, I think pretty much most populism qualifies as bad politics. Politics beyond the workplace can work very similar to the one within. I know people who did 'good politics' within their work context and were asked to actual enter local politics. IMHO this is the best case. While I guess we also need career politicians, I see the biggest value in people that enter politics at a later stage.
To me, "populism" in the workplace shows up as pitting two groups against each other for personal gain.
I've seen it way too many times, from the engineering side: isolating engineers so they don't see decisions, and then blaming them to external stakeholders when something fails.
A good clickbait title though, I probably wouldn't have clicked otherwise...
My reward for clickbait is that I stop reading it
We put workplace politics in the title above, and also switched from the baity "Stop avoiding" to a more representative phrase from the article.
> It’s because the people with the right information weren’t in the room.
You can often disprove this idea by just asking about the decision. The objections are often raised. That doesn't mean people take them seriously.
People have all sorts of strange biases and irrationality.
"Politics is just how humans coordinate in groups. It’s the invisible network of relationships, influence, and informal power that exists in every organization. You can refuse to participate, but that doesn’t make it go away. It just means decisions get made without you."
This is how I feel, and this is what I tell people when they don't want to get involved in the organization's politics.
Book Recommendation: High Conflict by Amanda Ripley
https://www.youtube.com/watch?v=EE_MEu7xn8Y
https://www.amazon.com/dp/1982128569
Politics here is collaboration. Example given on tool selection seems like lacked good engineering and oversight in terms of trade studies or boards found in larger orgs.
All life is politics, and workspaces are not politics exempt. The world we live in understandably makes many cynics. Yes, still we want no kings, and more politics in and out of our workspaces.
> Good politics is just being strategic about relationships and influence in the service of good outcomes.
Yeah, no shit dude. That's exactly the part that's disgusting. Using the word "just" here feels dishonest.
I was subjected early on to someone who viewed every single interaction in every single relationship as transactional and framed every decision around the question "what's in it for me?"
It really warped my worldview for a long time and it took a ton of therapy and self-reflection to overcome. I'm not going to sacrifice my principles just to get something I want.
> Now I think the opposite: politics isn’t the problem; bad politics is. And pretending politics doesn’t exist? That’s how bad politics wins.
Feels like that's how extremism wins? If no one wants to confront other's political ideas, out of fear irrational responses,
At least in the United States, Americans are more unified on issues than the current executive branch, or (at the very least) the largest main stream media outlet would have you believe. It'd be great if people worked at the center, dealing with outcomes. There's far too much talking past each other, as people stand on their mountain of comfortable points, far too many who ignore evidence as soon as it does not conform to their world view.
>the current executive branch . . . the largest main stream media outlet
The OP is about office politics.
This has nothing to do with the article…
Are you saying it's not applicable? Or the examples don't work?
I am saying your reply about “politics” on the national level have nothing to do with “workplace politics”.
I disagree with the OP.
This is my rebuttal about the nuance of being an employee.
An engineer avoids "politics" - as a vital protection mechanism against getting himself fired.
Often autistic ( my case ), technical, hard working, constantly exposed to poor decisions, lies, manipulations. The one thing the engineer can hold sacred is the technical truth. It is his one true avatar. To align himself with that, but not SPEAK FOR IT. To let his actions , the code, the technical implementation speak for him. IF a poor technical decision was pushed by higher ups, then accept it and implement. After all that is why there are 3 layers of management between him and the leadership who came up or approved the idea without him. The engineer stands for his work and his agreed role. The fruits of the companys efforts and failings become apparent through that. Why would a lowly paid engineer put his neck on the line to disagree with management and potentially embarrass someone? or worse?
It's as if the blog post and people who agree with it held positions, that relied on scheming, and "alighnment" to survive.
I think many good points are made, however Ive always felt that for the same reasons I stayed out of "office politics" I would also struggle to hire my own team which could handle working together for the greater good of the company. The only solution I thought of was some sort of "fair" share dispensation.
tl:dr; OPs opinion "could sound" in parts, like upper management blaming the code monkey for not being aggressive enough in the board meeting, where about 4 tiers of middle management stood in there with him, secretly 2 are having an affair in the toilets, 1 is someones nephew who doesnt work, another is terrified of being replaced by his underlings, none know anything about the project specs, ready to PIP him for speaking up and making them look slightly incompetent, or perhaps wondering outloud why a poor decision was being floated which was clearly some machination involving the powers that be to co-exist with other nebulous contracts and corporate entities. A terrible decision that would cost the company millions in the long term, but which would enable the current c-suite to look good before departing to other roles ala yahoo. If Ive offended some upper manager, Im sorry.
And you get absolutely nowhere besides being a mid level developer if you avoid office politics. I don’t care what your title is, if you are just heads down pulling tickets off the board, you are a mid level developer according to every leveling guideline I’ve seen by companies that have one - including BigTech.
After that it’s about “scope” and “impact”. You can’t have either without managing up, down and horizontally.
There's no way to avoid politics to avoid getting fired, it just means that when you get laid off you picked the wrong thing, and basically did it incidentally because you refused to forecast what project was going to be culled. Most software projects fail, and working harder on a failure won't get you anywhere.
If you find the personal part difficult then what I recommend folks dodo is pay attention to the flows of money, time, and communication that happen. Most of the time analyzing the patterns of how work is accomplished will tell you just as much about who is going to come out on top in a new paradigm as anything else.
Unfortunately most corporate politics is dominated by those who do it professionally
There is a saying "People are politics. How can you avoid people?".
he’s pushing for ‘office politics’ not national politics.
Maybe it's because I'm getting older, but I remember that there used to be times when slop like this (and some other similar stop I've recently seen getting posted in here) was just not a thing, at least not at this level. I mean, this is really sloppy, it doesn't mean anything and a lot of things at the same time, it doesn't mention anything concrete.
> Ideas don’t speak. People do. And the people who understand how to navigate organizational dynamics, build relationships, and yes, play politics? Their ideas get heard.
This, this, this, but with a few caveats I’ve learned for myself (both government politics and corporate politics):
* Politics in a derogatory sense is simply bad governance. It’s bad ideas leading to bad decisions, often supported by bad data or bad justifications. In government, that “bad” might be a shade of “-ism” (corporatism, fascism, authoritarianism, racism, sexism, etc), while in corporate realms it’s often either straight dicta from the executive team or manipulative malfeasance from bad actors further down the chain
* Good politics and good governance are indistinguishable from one another, by and large.
* If consensus is reached by those acting in the best interests of the organization in the long haul, everyone involved should feel fairly invigorated afterwards. That rush is what gets folks into politics more broadly, and is how movements grow
* Cooperation, historically, breeds more success than mere competition. Bad actors wielding politics as a cudgel generally try to deter others from participating because they desire competition as a means of preventing others from achieving success.
* Politics isn’t necessarily deceitful, as the OP gets into. It’s about building relationships and understanding goals, then acting collaboratively to achieve them.
* “Politics-free zones” only serve to enable the bad actors in a space, who use that label to advance their (often indefensible) ideals and clamp down on dissent.
A lot of us in tech need to do better with politics if we want technology to change the world for the better, instead of merely serve the whims of billionaire griftos or regimes hostile to human rights.
TL;DR:
You might think the people doing politics are manipulative ladder climbers, but they're climbing the same ladders available to you, so you should be one too.
> Stop pretending you’re above politics. You’re not. Nobody is. The only question is whether you’ll get good at it or keep losing to people who already are.
False. You do not lose if you do not play. You can offer your expertise/opinions and point out places where things could be improved, but at the end of the day, just treat work as someone paying for your time. If you've advised them on how to best make use of that time, and they want to do something else, well it's their money.
it depends on whether you want to live life with work-as-someone-paying-for-your-time or whether you want to live life as work-as-perfecting-and-delivering-on-craft
you can have an attitude towards spending the short hours you have on this earth attempting to produce quality work that others appreciate and make their lives easier in some way, as opposed to writing those hours off as sold to someone else
If I need to dig into social engineering and extrovert masking to be an effective engineer I probably should also look for another job. I hate places where this borderline nepotism is the only way to get anything done.
Oh well, I'll just endure it until the job market relaxes a little.
You can hone your skills while still maintaining a healthy detachment. You make your case at a thing, business decides to do something else that you think is dumb. You only "lose" if you were overly attached to the decision in the first place. Otherwise you simply get a chance to observe the outcome, see what went well/poorly, and reflect on whether/how you were totally right all along. Next time you have a clearer understanding and perhaps will be able to better articulate your position. You didn't lose. You gained experience and wisdom. You always win as long as you're open to do so. The business lost by listening to the wrong person.
I’ve heard it called both “killing the unchosen alternative” or “Professional Subordination”
https://www.manager-tools.com/forums/deceit-and-murdering-un...
Amazon’s LP is “Disagree and Commit”
And, indeed, perfection of the craft involves politics: it's not just understanding the technical space, it's about, eventually, understanding why other people see that space differently, what their goals are, how those goals overlap or don't, and how technical choices feed into that social layer.
Back in the day, Chrome was about a sandboxed subprocess architecture that made for a more stable browser. It was also about breaking the back of the Microsoft monopoly and advocating for why people should bother to care (remember the comic strip Google commissioned?). Nowadays, if it weren't about politics at all, Chrome would still be the best choice because it's still technically very good.
But there's more to the problem than simple technical competenece.
I think this is saying the same thing as the author, with the possible exception that the author is operating under the assumption that curtailing one's career at a particular level is "losing." It isn't for everyone, and it's a perfectly rational decision to top out as a really good individual contributor or senior software engineer.
... but at some point in a corporate setting, the job becomes about people, not just technology, because all businesses end up being about people. Deciding not to address that sends a very heavy signal to anyone with authority to put a person in a position of high authority in a company that they don't want that authority. You can't just-write-really-good-code your way towards being CTO or senior VP of anything; eventually, you'll meet the challenge of "Someone else has another idea to do it, and maybe it's worse than yours or maybe it's equivalently good but optimizes along other axes than yours, and if your answer to them asserting we should all use their solution is 'I don't do politics' then the company will use the solution that was advocated for and better, worse, or indifferent, yours will be interpreted as under-supported and routed around."
> well it's their money.
And, indeed, for those of us who don't do politics, it always will be their money and not ours.
I have never seen a company with leveling guidelines consider a “senior engineer” as someone who dutifully just pulls tickets off the board and doesn’t have to lead major initiatives that involve dealing with other people.
If you are just pulling well defined tickets off the board, you are easily replaced, outsourced and it’s hard to stand out when looking for another job.
Then you shout “use your network”! That required being known, being liked and being remembered - politics.
While I agree that avoiding/ignoring politics isn't helpful to anyone, it still doesn't have a place at work. My view is, people are going to disagree on politics, and therefore it just gets into a debate, or worse, an agrument at the office or in chat and makes the whole situation more ugly than the manager and/or employer wants to have to deal with.
The author presents two options: think you’re above politics, or practice it. I admit that, when I was younger, I did believe the first for a while, but what it progressed to was an option C: accept that politics, in some form, is necessary and affects me, then choose to spend as much of my life as possible on other things. If politics is necessary then boy is farming necessary, yet I’m not a farmer. Medicine is necessary, yet I’m not a doctor; defense is necessary, yet I’m not a soldier. These jobs are entrusted to others. We live in a highly specialized society, with which comes the gift of being free to choose beautiful things to feed our limited life energy to, and the curse of being ineffectual in any area we sacrifice little for. Because we’ll be consistently outperformed by those who give more to that area, and less to every other endeavor and principle.
Sometimes, in both workplaces and countries, we enter a state in which we’re forced to feed more of ourselves to the beast. The state’s name is desperation. It’s a tragic state, like reversion to a society in which we spend all our time finding food. People in such a state can’t create science or art.