There’s a special kind of founder who winces at the word “politics.” They think startup life is a meritocracy they want to focus on the work, not navigate power dynamics and internal politics. They believe logic and results should speak for themselves.
That founder usually gets blindsided.
Managing up and across isn’t about sucking up, playing games or micromanaging. It’s about translating your goals into language others understand, getting buy-in without bruising egos, and making progress inside systems that aren’t always rational. Especially once you start hiring senior leaders, courting investors, and collaborating with people who have opinions and influence.
“Politics is the art of the possible.”
– Otto von Bismarck
(Also applicable when negotiating with your head of product about launch timelines.)
Why You Can’t Ignore Internal Politics
- Decisions don’t get made in a vacuum. They get made in meetings, off-sites, and hallway chats.
- Influence often beats insight. The smartest idea dies fast if no one feels heard.
- As your team grows, alignment takes more than good intentions. It takes navigation.
You don’t have to love it. You just have to get good at it.
Tip: How to Play the Game Without Losing Your Soul
- Assume positive intent, but plan for misalignment
Most internal friction isn’t sabotage. It’s miscommunication. But miscommunication, left alone, calcifies. Get ahead of it early. - Manage perception, not just performance
Doing the work is half the battle. The other half is helping others understand why it matters, how it aligns with their goals, and what it unblocks. - Understand stakeholder maps
For every project, ask: who needs to be informed, consulted, aligned, or out of the way? Don’t guess. Ask. Diagram it if needed. - Never surprise your boss
Whether that’s a cofounder, a board, or a key investor, bad news is better delivered early. And ideally with options attached.
Table: Anti-Political vs. Politically-Aware Behavior
| Behavior | Anti-Political | Politically-Aware |
| Sharing progress | Only when asked | Proactively, with context |
| Decision-making | Independent | Collaborative, with buy-in |
| Feedback style | Blunt and reactive | Timed and strategic |
| Status updates | Sparse | Framed to audience needs |
| Navigating conflict | Avoided | Addressed directly, without drama |
FAQ
Q: Isn’t this just playing games?
A: Only if you’re insincere. Managing up and across is about clarity and empathy, not manipulation. It’s about helping others help you.
Q: What if I just want to build and not deal with politics?
A: Then stay small. Politics scale with people. The bigger your org, the more important soft influence becomes.
A Joke (Sort Of)
Startup COO: “I told the team this decision came from the top.”
Founder: “Why?”
COO: “Because if I said it was mine, they’d push back.”
An Open Question
If your top project is stuck, is it because of the work-or because someone important doesn’t feel included?
What would change if you mapped out influence the way you map out dependencies?
Managing up and across is uncomfortable for builders. But ignoring it limits your impact. Influence isn’t about ego. It’s about velocity. The faster people align, the faster things move.
You don’t have to love the game. Just stop pretending it doesn’t exist.
