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I hate to say this, but it’s been on my mind for a while.

And I wanted to see if there are others who feel the same way.

So I tweeted this:

Almost 100 people liked the tweet, which I take as a sign of them agreeing with the thought (and maybe feeling frustrated by it too!)

The truth is, I’ve seen brilliant, hardworking product managers (also me) get sidelined simply because they weren’t visible enough or didn’t play the politics game.

And honestly, I get it.

Who wants to think about this stuff. If you’re a passionate and dedicated PM (or an engineer or a designer or any one in a tech company) then all you want to do is focus on your work and build great products.

But here’s the deal: if you’re not navigating work-place politics, someone else is—and they’ll get ahead, even if they don’t work as hard or deliver as much value.

The good news is, you don’t have to change who you are to play the game.

You just need to be smarter about it.

Before you roll your eyes at the word “politics,” hear me out.

It’s not about manipulation or playing dirty (well, maybe a little). Office politics is simply about understanding your work environment, building strong relationships, and making sure your work is visible and recognised.

Here’s how I navigate office politics while staying true to myself:

To be politically strong, you want power, and for that you need to get close to the people who have it.

Start by identifying the decision-makers in your organisation. These are the individuals who control budgets, have the final say on big initiatives, or are close to the leadership team.

Find ways to connect with them—attend the meetings they’re part of, offer support for their projects, or engage with them during informal settings like team lunches.

Once you’ve established some rapport, align your work with their priorities. If they’re focused on cost-saving, highlight how your projects are cutting costs. If they’re all about innovation, tie your efforts to forward-thinking initiatives.

Being close to power isn’t about just appreciating (or complimenting) “powerful” people. (They see through that easily.)

Instead, it’s about making sure they know that your work is aligned to what matters most to them.

Favors are the strongest currency of office politics. Start collecting them.

Help others when it costs you little but makes a big difference for them. For example, stepping in to solve an urgent problem for a colleague or lending your expertise to a team stuck on a project.

These acts don’t just make you a team player; they create leverage.

When you’ve helped someone out of a jam, they’re more inclined to support you when you need visibility or buy-in for your ideas.

The key here is balance—give just enough that others feel indebted, but not so much that you become a doormat.

Your reputation is your most valuable asset, so don’t leave it to chance.

Shape how people perceive your work by sharing updates regularly. For instance, instead of waiting for someone to notice your team hit a milestone, proactively send out an email highlighting the accomplishment and its impact.

Be subtle (or not) but strategic.

If misunderstandings or misattributions arise, address them directly but diplomatically.

Remember, the story people tell about you is often the story you’ve given them.

Every office has unspoken rules and informal hierarchies. To navigate these effectively, you need to understand who holds power behind the scenes.

Observe who seems to sway decisions during meetings, even if they don’t have a fancy title. Pay attention to the relationships between teams and the alliances that form during times of conflict. Listen to gossip—not to participate but to understand underlying dynamics.

This knowledge isn’t just interesting; it’s actionable.

Knowing the power players and their relationships can help you anticipate moves, avoid potential pitfalls, and position yourself as a winning player.

If your team and leadership view you as someone they can’t do without, you become harder to overlook.

Volunteer for projects that are high-impact or mission-critical, where your success will be visible to key stakeholders. Make it a habit to document and share your achievements so they can’t be ignored.

Position yourself as the person who gets things done—whether it’s solving a sticky problem or delivering results ahead of schedule.

When people see you as the “fixer,” they’ll start to view your contributions as essential, not optional.

Small talk isn’t just a way to pass the time—it’s one of your most valuable tools for building relationships.

Use informal moments, like coffee breaks or casual chats in the hallway, to connect with colleagues and leaders. Tailor your small talk to reflect the interests of the person you’re speaking with. If they’re passionate about sports, bring up the big game. If they’re a foodie, mention the new restaurant you tried.

Sprinkle in mentions of your achievements subtly during these conversations. For example, “It’s been a crazy week—our team just launched that feature we’ve been working on.”

The small talk keeps you top-of-mind.

Your network is your safety net, so invest in it before you’re in crisis.

Build relationships across teams, not just within your own. This cross-functional support can be invaluable when you need buy-in or support.

Make a habit of publicly acknowledging and praising others’ work—it creates goodwill and increases the chances that they’ll support you in return.

Stay in touch with your allies consistently so your connections remain strong.

When you need their help to push an idea or defend your achievements, they’ll already be in your corner.

Being great at product management is essential, but it’s not enough.

To thrive as a product manager, you need to combine your skills with strategic relationship-building and visibility.

The good news?

Navigating office politics doesn’t mean becoming someone you’re not. It’s about amplifying the impact you already make and ensuring it’s seen by the right people at the right time.

Curious to hear your thoughts—how do you approach the "politics" of product management? Let me know in the comments section!

Until next time,

Sid