Why New Leaders Fail Politically

Why do well-qualified managers with strong CVs so often fail in new roles? Companies often respond with better onboarding programmes, more training and stricter selection procedures. That can make sense, but it rarely hits the core. In my practice I see again and again that the core is political: it is about informal power, alliances and resistance that nobody voices openly.

How it shows

New leaders focus on substance: numbers, processes, strategy. In doing so they overlook the informal structures. Long-standing employees with the trust of senior management can quietly slow initiatives down, not openly, but with sentences like “We should be careful there”, “We have tried that before” or “The numbers have not been validated yet”.

Three critical phases

The first 30 days: the org chart problem. The official org chart shows only part of the picture. Who has access to which information? Whom do people ask before important decisions? Who can promote or block something?

Days 31 to 90: the change dilemma. The pressure to show results is high. But every change shifts influence. Who benefits, who loses? Those affected organise themselves, usually quietly: through delayed decisions, critical questions and technical problems in implementation.

After the first 90 days: the stability paradox. Those who have become established easily overlook that relationships keep shifting, through reorganisations, personnel changes or new strategies. Those who do not review their position regularly gradually lose influence.

What successful leaders do differently

They understand the political map: who actually has influence? Which informal networks exist? Where are the alliances and tensions?
They build alliances. They do not try to convince everyone at once, but start with those who influence others.
They position themselves for the long term and build their base of influence continuously.

Three questions to check

Who are the five most influential people in your organisation, regardless of the org chart?
Which informal alliances exist, and where do you stand in them?
Who would support you in a controversial decision, and who would oppose you?

If you cannot answer these questions clearly, that is not a failure. It is an indication of where you should look next.

If you are in such a situation yourself and are looking for support, write me a few sentences about what it is about: Request a consultation. I read every enquiry myself and usually reply within 24 hours on working days.