What can HR learn from Niccolò Machiavelli's The Prince?
The first method for estimating the intelligence of a ruler is to look at the men he has around him – or at least that’s what Niccolò Machiavelli believed.
Machiavelli’s magnum opus, The Prince, schooled the elite in how to lead, how to navigate politics and, most importantly, how to defeat your enemies.
Read by medieval kings and conquerors alike, The Prince serves as a ‘how to’ guide on leadership and the accruing of personal power. So, it’s no surprise that’s it’s just as popular now as it was in the 16th century – and perfectly adaptable to the office environment.
One aspect that many chapters home in on is the dispelling of sycophants and the subduing of enemies. And while this may sound somewhat intense, a recent survey found that two-thirds of employees a admit to having a ‘workplace nemesis’.
“Of mankind we may say in general they are fickle, hypocritical, and greedy of gain.”
A report from Totaljobs found that 62% of workers have a colleague they consider a ‘work enemy’. In fact, 77% of staff are unhappy because of their office nemesis, with 77% wanting to change jobs as a direct result. After interviewing over 7,000 professionals, the research highlighted the plight of those employees bogged down with inter-departmental feuds – with the emanating tension impacting productivity and morale.
Our office enemies tend to be the same age as us (71%), the same gender as us (65%) and are people we interact with on a daily basis (68%) – according to the survey.
“Difficult workplace relationships lead to people taking up bad habits, losing sleep or calling in sick, meaning the concept of ‘work enemies’ is something we should take seriously,” added Martin Talbot, group marketing director at Totaljobs.
“Not only does it affect the productivity and dynamics of a team, but most importantly the wellbeing of employees.
“Everyone sees what you appear to be, few really know what you are.”
The two main characteristics of the workplace enemy is to “bend the truth to make themselves look good” or “comment on others’ work performance”. In 37% of cases, employees claim their workplace nemesis has vocally abused them behind their back.
In response to the tension at work, 62% of workers said they’ve been left in tears – with men more likely to isolate themselves following an argument or get angry.
So, what can employers do to help ease the friction?
“Our research also showed that by talking to others, and in particular to the individuals that have caused offence, in some cases unknowingly, 14% stated an improvement when they talked to someone else and 23% stated an improvement when they talked directly to their enemy,” advocated Talbot.
“Wisdom consists of knowing how to distinguish the nature of trouble, and in choosing the lesser evil.”
According to the report, 85% say their relationship with their work enemies started out well, suggesting that there is room for resolution. Employers should be healing rifts through mediation and conversation – according to the research.
Fourteen percent of employees interviewed said their relationship with their workplace adversary improved after talking it through with peers, with 23% saying the situation was resolved by speaking directly to their enemy.
“Employers have a responsibility to ensure that their team of employees are productive, engaged and work within a healthy environment, this can be achieved by promoting open dialogue and positive solutions,” concluded Talbot.