Understanding power games: real-world examples in HR leadership

Recognizing subtle power dynamics in executive meetings

Spotting the Unspoken Rules in the Boardroom

Executive meetings often feel like an obstacle course, where power games play out in subtle ways. These games are not always loud or obvious. Sometimes, the most influential person in the room is the one who says the least, or the one who quietly directs the order of discussion. Men and women alike can find themselves navigating these dynamics, whether they are walking into their first meeting or have been part of the team for a long time.

People play power games for many reasons—sometimes to feel powerful, sometimes to protect their teams, and sometimes just to keep their seat at the table. Recognizing these games is the first step for any chief human resources officer who wants to manage influence and avoid getting caught in unnecessary power struggles. The games played in these settings can be as quick and simple as a strategic comment, or as complex as forming alliances that last for years.

• Watch for who controls the agenda and who gets the last word
• Notice if certain people lose their voice when others speak up
• Observe how relationships and jealousy can shape the flow of conversation
• Pay attention to non-verbal cues—sometimes a look or a pause says more than words

These dynamics are not just about games men or games women play. They reflect the broader ways people, regardless of age groups or backgrounds, seek to influence outcomes. Even outside the boardroom, similar patterns show up in games kids play, or in the way brothers and sisters interact at home. The difference is, in the executive suite, the stakes are higher and the consequences of losing a power game can be significant for both the person and the organization.

Understanding these subtle cues will help you walk confidently through the day, whether you’re facing a long meeting or a quick decision. For a deeper dive into how these dynamics shape workplace relationships, check out this resource on understanding organizational behavior and workplace dynamics.

Managing influence between HR and other C-suite leaders

Balancing Influence and Collaboration at the Top

In the world of HR leadership, power games often play out in subtle ways between HR and other C-suite leaders. These games are not just about formal authority, but about influence, relationships, and the ability to shape decisions. Men and women in these roles may find that the dynamics can shift quickly, especially when the stakes are high. Sometimes, it feels like an obstacle course, where each person is trying to walk a fine line between collaboration and competition.

People play these games to feel powerful or to protect their teams. For example, a chief human resources officer might notice that a finance leader is quietly building alliances before a big decision. This is a classic power game, where informal conversations and quick, simple gestures—like who gets invited to a meeting or who sits next to whom—can signal who holds real influence. These games are not just for adults; even kids and brothers sisters play similar games, learning early how to navigate power struggles.

• Recognize the signs: Watch for patterns, such as repeated interruptions or someone always having the last word. These are games played to assert dominance.
• Stay neutral: Avoid joining alliances that could compromise your objectivity. People lose trust quickly if they sense favoritism or jealousy in relationships.
• Build bridges: Instead of playing power games, focus on creating fun, inclusive spaces where all voices are heard. This can help reduce the tension and make the day-to-day work more productive.

Power struggles can be exhausting, especially during long meetings or when big changes are on the horizon. The key is to play power with intention, not just for the sake of the game. Whether you are a man or woman, young or experienced, the ability to manage these dynamics will help you maintain authority and foster respect among your peers. For more insights on safeguarding your leadership role and navigating these complex situations, explore strategies for protecting your position as a leader.

Navigating organizational politics during restructuring

Understanding the Hidden Obstacles in Restructuring

Organizational restructuring is a real-world obstacle course for any chief human resources officer. During these times, power games often intensify as people play for influence, resources, and future roles. The process can feel like a long game, with men and women across age groups trying to secure their place or protect their teams. Power struggles may not always be loud; sometimes, they are as subtle as a walk in the hallway or a quick, simple exchange in a meeting.

One of the biggest challenges is recognizing when alliances are forming behind the scenes. Brothers, sisters, and even informal groups can create a sense of exclusivity, making others feel less powerful or left out. These alliances can be as fleeting as games kids play on a summer day, or as enduring as relationships built over years. Navigating these dynamics requires a keen sense of observation and the ability to read between the lines.

• Spotting power games: Notice who is invited to key meetings, who gets information first, and who seems to lose out when decisions are made.
• Managing jealousy and favoritism: Power struggles can lead to relationships jealousy, especially if some people feel others are getting special treatment. Addressing these feelings openly can help maintain trust.
• Encouraging transparency: When people feel powerful, they are more likely to share ideas and join community initiatives. Creating an environment where everyone can play power roles, regardless of their position, helps reduce the negative impact of games played in the shadows.

During restructuring, it is important to set clear order and communicate the reasons behind changes. This helps people, whether man or woman, feel included rather than like a plastic cup tossed aside after a party. The goal is to ensure that everyone, from the most senior leader to the newest team member, understands their role in the new structure and feels valued for their contributions.

For more insights on how to navigate these power games and develop the skills to manage complex HR challenges, explore key skills for modern chief HR officers.

Handling favoritism and alliances within HR teams

Spotting Hidden Alliances and Favoritism in HR Teams

In the world of HR leadership, power games are not always played out in the open. Sometimes, the real influence comes from subtle alliances and favoritism within the HR team itself. These dynamics can shape decisions, impact morale, and even affect the long-term success of HR initiatives. Recognizing and addressing these issues is essential for any chief human resources officer who wants to maintain a fair and effective workplace.

• Patterns of favoritism: It’s common to see certain people, whether men or women, consistently chosen for high-visibility projects or given more opportunities. This can create an obstacle course for others, leading to feelings of jealousy and power struggles among team members.
• Informal alliances: Sometimes, people play power games by forming informal groups or alliances. These can be based on shared backgrounds, age groups, or even outside interests like games played during team-building days. Such alliances may influence decisions in subtle ways, making some team members feel powerful while others feel excluded.
• Impact on relationships: Favoritism and alliances can quickly erode trust. When people lose faith in the fairness of HR leadership, it can lead to disengagement, resentment, and even turnover. The relationships between colleagues can start to resemble the rivalry of brothers and sisters or the competition found in kids’ games.

To address these power games, it’s important to create clear guidelines and transparent processes for project assignments, promotions, and recognition. Encourage open communication so that everyone feels heard, whether they are a man, woman, or any person on the team. Sometimes, quick simple changes—like rotating responsibilities or using anonymous feedback—can help level the playing field.

Ultimately, the goal is to foster a culture where people walk into work feeling valued and respected, not like they’re navigating a long obstacle course of hidden games. By staying vigilant and proactive, HR leaders can ensure that everyone has a fair chance to play and succeed, regardless of the informal power games that may arise.

Using negotiation skills to resolve conflicts

Mastering Negotiation in the Midst of Power Struggles

Negotiation is at the heart of resolving conflicts in HR leadership, especially when power games surface. In executive environments, people play subtle games to gain influence or protect their interests. These games can feel like an obstacle course, with alliances shifting and power struggles emerging between men and women, or even among different age groups. When a power game escalates, it’s easy for people to lose sight of the bigger picture. A quick, simple approach rarely works. Instead, effective negotiation requires patience and a willingness to walk in the other person’s shoes. This is true whether you’re mediating between brothers and sisters in a family business, or managing jealousy and relationships in a large organization.

• Listen actively: Understanding the motivations behind each person’s actions will help you identify the real issues at play.
• Set clear objectives: Know what outcome you want before entering the negotiation. This helps maintain order and authority.
• Stay neutral: Avoid taking sides, even if you feel powerful or pressured by alliances. Neutrality builds trust.
• Use creative solutions: Sometimes, a fun team-building activity—like a quick game with a plastic cup or an obstacle course—can break the ice and help people see each other as partners, not rivals.
• Encourage open communication: Let everyone have their say, regardless of their position or how long they’ve been with the company. This helps prevent resentment and jealousy from festering.

Negotiation is not about winning or losing. It’s about finding a way forward that respects everyone’s interests, whether you’re dealing with games men play to feel powerful, or the subtle power games women use to influence outcomes. The best HR leaders recognize when people play these games and use negotiation as a tool to restore balance. Over time, this approach will help build a stronger, more resilient team—one where everyone, from kids just starting out to seasoned executives, feels valued and heard. Joining a community of HR professionals can also provide support and fresh perspectives when you’re facing tough negotiations. Remember, the games played in the boardroom may look different from those on the playground, but the principles of fairness and respect remain the same.

Setting boundaries to maintain professional authority

Building Respect Without Playing Power Games

Maintaining professional authority as a chief human resources officer is not about dominating others or engaging in power struggles. Instead, it’s about setting clear boundaries and modeling respectful behavior, even when others may try to play power games. In executive meetings, for example, subtle games can emerge as people try to feel powerful or influence decisions. Recognizing these dynamics early will help you avoid being drawn into unnecessary conflicts.

Practical Ways to Set Boundaries

• Communicate expectations: Be clear about your role and responsibilities. This helps people understand where your authority begins and ends, reducing the temptation for games played around decision-making.
• Stay consistent: Whether dealing with men, women, or mixed age groups, consistency in your actions and words builds trust. People lose respect when leaders shift boundaries to please others or play favorites.
• Address issues directly: If you notice favoritism, alliances, or jealousy within your team, address them quickly. Don’t let small games kids play in the office turn into long-term obstacles.
• Model healthy relationships: Encourage open communication and discourage gossip or alliances that exclude others. This is especially important in HR, where relationships can quickly become complicated by power games or personal interests.
• Use negotiation skills: When conflicts arise, approach them as opportunities to walk together toward a solution, not as a game to win. This mindset helps keep the focus on the organization’s goals, not personal power.

Why Boundaries Matter in HR Leadership

Boundaries are not just about saying no or keeping distance. They are about creating an environment where everyone, from the man walking into a meeting to the woman leading a project, knows the order of operations and feels respected. When boundaries are clear, people play less at power games and focus more on their work. This is especially important during times of change, like restructuring or when new people join the community. In the end, setting boundaries is less about being rigid and more about being fair. It’s a quick simple way to ensure that everyone, regardless of their background or the games they may have played in the past, feels valued and heard. This approach will help you maintain authority without resorting to the kind of power games that can damage trust and morale over the long term.