{"id":2231,"date":"2025-07-27T09:24:49","date_gmt":"2025-07-27T09:24:49","guid":{"rendered":"https:\/\/wrinkledegg.com\/?p=2231"},"modified":"2025-07-27T09:28:44","modified_gmt":"2025-07-27T09:28:44","slug":"managing-up-and-across-internal-politics-for-people-who-hate-it","status":"publish","type":"post","link":"https:\/\/wrinkledegg.com\/index.php\/2025\/07\/27\/managing-up-and-across-internal-politics-for-people-who-hate-it\/","title":{"rendered":"Managing Up and Across: Internal Politics for People Who Hate It"},"content":{"rendered":"\n

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.<\/p>\n\n\n\n

That founder usually gets blindsided.<\/p>\n\n\n\n

Managing up and across isn’t about sucking up, playing games or micromanaging<\/a>. 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.<\/p>\n\n\n\n

“Politics is the art of the possible.”
– Otto von Bismarck
(Also applicable when negotiating with your head of product about launch timelines.)<\/p>\n\n\n\n

\n\n\n\n

Why You Can’t Ignore Internal Politics<\/strong><\/h3>\n\n\n\n
    \n
  • Decisions don’t get made in a vacuum. They get made in meetings, off-sites, and hallway chats.
    <\/li>\n\n\n\n
  • Influence often beats insight. The smartest idea dies fast if no one feels heard.
    <\/li>\n\n\n\n
  • As your team grows, alignment takes more than good intentions. It takes navigation.
    <\/li>\n<\/ul>\n\n\n\n

    You don’t have to love it. You just have to get good at it.<\/p>\n\n\n\n

    \n\n\n\n

    Tip: How to Play the Game Without Losing Your Soul<\/strong><\/h3>\n\n\n\n
      \n
    1. Assume positive intent, but plan for misalignment<\/strong>
      <\/strong> Most internal friction isn’t sabotage. It’s miscommunication. But miscommunication, left alone, calcifies. Get ahead of it early.
      <\/li>\n\n\n\n
    2. Manage perception, not just performance<\/strong>
      <\/strong> 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.
      <\/li>\n\n\n\n
    3. Understand stakeholder maps<\/strong>
      <\/strong> For every project, ask: who needs to be informed, consulted, aligned, or out of the way? Don’t guess. Ask. Diagram it if needed.
      <\/li>\n\n\n\n
    4. Never surprise your boss<\/strong>
      <\/strong> Whether that’s a cofounder, a board, or a key investor, bad news is better delivered early. And ideally with options attached.
      <\/li>\n<\/ol>\n\n\n\n
      \n\n\n\n

      Table: Anti-Political vs. Politically-Aware Behavior<\/strong><\/h3>\n\n\n\n
      Behavior<\/strong><\/td>Anti-Political<\/strong><\/td>Politically-Aware<\/strong><\/td><\/tr>
      Sharing progress<\/td>Only when asked<\/td>Proactively, with context<\/td><\/tr>
      Decision-making<\/td>Independent<\/td>Collaborative, with buy-in<\/td><\/tr>
      Feedback style<\/td>Blunt and reactive<\/td>Timed and strategic<\/td><\/tr>
      Status updates<\/td>Sparse<\/td>Framed to audience needs<\/td><\/tr>
      Navigating conflict<\/td>Avoided<\/td>Addressed directly, without drama<\/td><\/tr><\/tbody><\/table><\/div><\/figure>\n\n\n\n
      \n\n\n\n

      FAQ<\/strong><\/h3>\n\n\n\n

      Q: Isn’t this just playing games?<\/strong>
      <\/strong> A:<\/strong> Only if you’re insincere. Managing up and across is about clarity and empathy, not manipulation. It’s about helping others help you.<\/p>\n\n\n\n

      Q: What if I just want to build and not deal with politics?<\/strong>
      <\/strong> A:<\/strong> Then stay small. Politics scale with people. The bigger your org, the more important soft influence becomes.<\/p>\n\n\n\n

      \"carboard<\/figure>\n\n\n\n
      \n\n\n\n

      A Joke (Sort Of)<\/strong><\/h3>\n\n\n\n

      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.”<\/p>\n\n\n\n

      \n\n\n\n

      An Open Question<\/strong><\/h3>\n\n\n\n

      If your top project is stuck, is it because of the work-or because someone important doesn’t feel included?<\/p>\n\n\n\n

      What would change if you mapped out influence the way you map out dependencies?<\/p>\n\n\n\n

      \n\n\n\n

      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.<\/p>\n\n\n\n

      You don’t have to love the game. Just stop pretending it doesn’t exist.<\/p>\n","protected":false},"excerpt":{"rendered":"

      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…<\/p>\n","protected":false},"author":2,"featured_media":2232,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_lmt_disableupdate":"","_lmt_disable":"","footnotes":""},"categories":[8,2,4],"tags":[135],"class_list":["post-2231","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business-news","category-growing-a-business","category-leadership","tag-internal-politics"],"yoast_head":"\nManaging Up and Across: Internal Politics for People Who Hate It - Wrinkled Egg<\/title>\n<meta name=\"description\" content=\"Hate internal politics? Same. But ignoring it doesn\u2019t work. 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