Organizational Micro-Fandoms, or the Value of Political Intelligence

I often meet organizational leaders who feel frustrated or impatient with cultures and work practices that fall short of the demands of the moment. I confess that when I begin working with them, I usually start with a suspicion: that these complaints may be externalizations—ways of avoiding acknowledging, and therefore working on, the challenges and adjustments they themselves need to address as leaders. As the work progresses, that suspicion fades.

Many of these leaders have strong levels of openness to vulnerability, self-awareness, and a genuine passion for growth. They recognize and commit to addressing their areas of opportunity, welcome feedback with gratitude, and use it to propel their development. Yet at the same time, they feel they are constantly tripping over obstacles that stand in the way of the discipline and excellence they aspire to. They identify habits and organizational practices that hinder the agile, effective achievement of collective goals.

Because these leaders have not yet reached a C-suite role, they often feel powerless to drive the cultural changes that could help remove those obstacles. They complain, lament, and even feel a sense of nostalgia for how different things could be if certain work habits and practices were transformed—yet they perceive they cannot do anything about it. They focus on tending to their own garden while living with the discomfort of walking around with stones in their shoes.

This is precisely where our work as executive coaches can introduce questions and challenges that open new possibilities. What if, within your circle of influence, you could ignite those cultural changes and turn your team into an example for the rest of the organization? What if you move from lamenting to urging change? What if you explore new ways to use executive forums to influence, persuade, and rally others toward transformation?

Political intelligence, the ability to identify the narratives and interactions that most effectively influence, shape, and mobilize others—is a fertile and promising space for these leaders. It allows them to move from powerlessness to possibility, to escape the trap of believing there is nothing they can do, and to deploy a style of influence and inspiration that, upward, sideways, and downward, can spread a constructive passion for change.

When leaders are politically intelligent, they mobilize others around cultural transformation and help advance the shifts the organization needs. In doing so, they also build legitimacy as leaders committed to continuous improvement and as internal influencers capable of inspiring others to operate differently.

Perhaps this is a moment in which these leaders can create small organizational fandoms—those ecosystems of committed followers who, much like fans rallying around artists on social media, are willing to embrace a desirable and necessary cultural transformation. When leaders choose this path, as they work on their individual development opportunities, they become indispensable executives for the present and future of the organization. And as coaches, we can celebrate that the coaching engagement produced valuable outcomes both for the executive and for the broader organizational ecosystem in which they operate.