Navigating Office Politics Involving Narcissists
We all know difficult personalities exist in every workplace, but narcissists?
They’re on a different playing field. I’m not talking about people who just like a bit of praise—I mean the high-functioning narcissists who weaponize charm, take credit for others’ work, and subtly discredit colleagues to climb faster. These aren’t necessarily the loud, arrogant types either. Sometimes they’re quiet, strategic, and extremely good at looking like top performers—especially to those above them.
Why does this matter?
Because narcissists don’t just survive in political environments—they thrive in them. They manipulate unwritten rules and informal networks better than almost anyone. If we treat narcissistic behavior as just a “personality quirk,” we miss the fact that it’s often a deliberate political strategy. And that has major implications for how we, as professionals, engage with and protect ourselves in these spaces.
Let’s break that down, starting with how their toolkit works.
How Narcissists Quietly Win at Office Politics
The Personality Behind the Strategy
Narcissists don’t just “want” validation—they need it to maintain their self-image. That need isn’t passive. It drives behavior, especially in organizational settings where visibility and reputation are currency. When someone’s sense of worth depends on external validation, they naturally become hyper-attuned to hierarchies, impression management, and influence structures.
But here’s the kicker: that need turns into a strategy. A narcissist doesn’t just stumble into office politics—they often master it by understanding who has power, who influences perception, and where they can extract supply (recognition, admiration, or influence).
Take “Jonas,” a mid-level product manager I once worked with. On paper, Jonas was charismatic, results-oriented, and “collaborative.” In reality, he subtly rewrote shared project narratives to center himself, used flattery to secure allies in leadership, and quietly iced out peers he saw as competition. He was a classic narcissist—not diagnosed, of course, but displaying every behavioral hallmark. His political intelligence wasn’t accidental. It was survival.
The Micro-Moves They Use to Gain Power
You can’t understand narcissists in workplace politics without looking at their micro-political behavior—small, calculated moves that seem benign on the surface but add up to serious influence. Let’s unpack a few:
Gossip and Triangulation
This one’s classic: they selectively share “concerns” about others under the guise of helpfulness or transparency. But what they’re really doing is planting doubt while keeping their own hands clean. Ever had a colleague express worry about another teammate’s “emotional volatility” right before a big promotion cycle? That’s not just drama—that’s strategy.
Credit Appropriation
They rarely steal credit outright (that’s too risky). Instead, they do something sneakier: they shift the narrative. In meetings, they’ll subtly say “when we were designing that feature…” even if their involvement was minimal. Over time, this erodes the clarity of contribution—and boosts their own perceived value.
Charm Offensive with Superiors
Many narcissists are adept at mirroring the values and personalities of those above them. If the leadership loves innovation, they’ll frame their output as “visionary.” If leadership prizes team culture, they’ll perform emotional intelligence. It’s adaptive flattery with a purpose. And often, it works.
Undermining Through Ambiguity
One of the more subtle tools narcissists use is leveraging ambiguity to their advantage. When responsibilities or goals are loosely defined, they maneuver themselves into visible, outcome-adjacent positions—then spin the result as a personal victory. When things fail? Blame becomes a collective issue. Classic diffusion of responsibility.
Why Narcissists Thrive in Poorly Designed Organizations
Let’s be real: most workplaces enable narcissists. Not on purpose, of course—but through design. Loose accountability structures, poorly defined roles, and reward systems based more on visibility than substance? That’s fertile ground for narcissists.
In flatter organizations, for instance, where influence is earned through relationships rather than hierarchy, narcissists often gain traction faster than genuinely competent peers. Why? Because they spend more time curating perception than producing results—and in perception-driven cultures, that’s a winning game.
This isn’t just anecdotal. Research backs this up. A study published in Personality and Individual Differences (2010) found that narcissistic individuals were more likely to emerge as leaders in group settings—even though their actual leadership performance was often subpar. They rose through self-promotion and dominance, not competence.
The Role of Enablers (a.k.a. “Flying Monkeys”)
Here’s where it gets even more layered: narcissists rarely operate alone. They often cultivate what I call a “buffer network”—colleagues who may not be narcissistic themselves but are invested in the narcissist’s success (or simply afraid of their disapproval). Sometimes these are junior staff who admire their charisma; other times, it’s leadership who are enamored by results, real or perceived.
These enablers often become messengers, defenders, or echo chambers. They unknowingly (or knowingly) help reinforce the narcissist’s narrative and discredit opposition. This is where the term “flying monkeys” (borrowed from the Wizard of Oz and widely used in narcissism literature) comes in: they carry out the narcissist’s agenda while the narcissist stays clean.
One exec I consulted for described a peer who had “a whole entourage of yes-people” who made it nearly impossible to challenge anything he proposed. They weren’t all malicious. Some were just benefiting from proximity to power. But the end result? A reinforced and protected political actor who couldn’t be questioned without serious blowback.
Narcissism Isn’t Incompetence—It’s Political Skill
Here’s the truth that’s tough to swallow: narcissists aren’t bad at office politics. They’re often brilliant at it. And that’s why so many experts and well-meaning professionals underestimate them. We assume that emotional dysfunction means political weakness. But narcissists often have high political IQ—even if their emotional EQ is lacking.
That doesn’t mean we should admire them. It means we need to stop underestimating them.
Because the moment we assume they’re “just insecure” or “not that strategic,” they’re already two moves ahead.
How to Protect Yourself and Your Work Without Playing Dirty
If you’ve ever had to work alongside a narcissist in a high-stakes environment, you know that just doing good work isn’t enough. Narcissists aren’t playing the same game as everyone else—and that’s what makes them dangerous. They’re not competing for outcomes; they’re competing for perception. That means your reputation, your credibility, and even your sanity can be collateral damage if you’re not careful.
The good news is, you don’t need to mirror their toxicity to protect yourself. There are ways to play smart, keep your integrity, and still come out ahead—even in environments where narcissists thrive. Here are the most effective, evidence-backed strategies I’ve seen work in the wild.
Document Everything
This might sound tedious, but trust me: documentation is your best defense against gaslighting, credit-stealing, and manipulation. Narcissists are notorious for rewriting history, especially when outcomes are unclear or memories are foggy. Keep records of key conversations, decisions, project contributions, and feedback—especially when things go well. If it’s not written down, it didn’t happen.
One director I worked with always followed up meetings with recap emails—not just to stay organized, but to preemptively neutralize narrative hijacking. That small habit saved her when a narcissistic peer tried to claim ownership of a launch strategy six months later.
Don’t Confront Head-On
This one’s counterintuitive because we’re often told to “stand up for ourselves” or “speak truth to power.” But here’s the problem: narcissists view confrontation as war, not dialogue. They will escalate, often in subtle ways that make you look like the aggressor.
If you must push back, do it indirectly—by appealing to data, stakeholders, or processes. Keep things framed in neutral, professional language: “That’s not how I understood the scope. Let me check the brief and loop in the team.” Not: “You’re lying and taking credit again.” The goal isn’t to win a fight—it’s to make the fight unnecessary.
Build Reputation Capital—Proactively
Reputation is currency in political workplaces, and narcissists know this. That’s why they spend so much time curating their image. You need to do the same, but with substance behind it.
Be intentional about sharing your wins, looping in sponsors, and making your value visible to people outside your immediate circle. Don’t assume your work “speaks for itself”—narcissists are counting on your humility to create space for their self-promotion. So speak up, strategically.
One trick: if self-promotion feels awkward, try praising the team while embedding your own role. “Proud of the results we got on this rollout—really fun working through the stakeholder mapping and launch logistics.” You’ve just signaled your value and lifted the group.
Cultivate a Neutral Ally Network
You don’t need a fan club—you need a balanced, cross-functional network of allies who are known for fairness, objectivity, and results. These are the people who can vouch for you when narcissists start spinning stories, and their words will carry weight because they’re not seen as politically charged.
This is especially important if your narcissist has built a “flying monkey” squad. You need smart observers who can see through the fog and, if needed, push back with credibility.
HR, compliance, and data-focused peers are often good candidates. They tend to rely on evidence, not relationships, which gives them unique political neutrality.
Use the System Without Becoming the System
Lastly, learn how your organization really works: who holds informal power, how decisions get made, where narratives are shaped. Then use that knowledge strategically, not manipulatively.
There’s a huge difference between playing the game with integrity and pretending it doesn’t exist. If you act like politics are beneath you, you’re giving narcissists free reign. But if you learn the system and move within it ethically? You become untouchable.
When to Push Back, When to Let It Go
Let’s talk about something no one loves to admit: you can’t win every battle. Especially with a narcissist. Sometimes, the smartest move is to disengage. Other times, you must intervene—either to protect others, defend your work, or stop long-term damage.
How do you know the difference? It comes down to risk, leverage, and timing.
Know the Political Cost
Before jumping into any conflict with a narcissist, ask yourself: What’s the cost of acting? What’s the cost of staying quiet? If challenging them means alienating leadership who believe their narrative, you might lose more than you gain.
Sometimes, it’s smarter to play the long game—quietly gather evidence, build support, and let the narcissist overplay their hand. It’s slow, yes. But narcissists often self-sabotage when left unchecked.
I watched a senior engineer once resist the urge to correct a narcissistic manager during a public review. Instead, he waited, then emailed a more senior director after uncovering discrepancies in data. It wasn’t dramatic—but it was strategic. Six weeks later, that manager’s credibility unraveled.
Choose Containment Over Confrontation
Not every narcissist needs to be “taken down.” Sometimes your best move is limiting their access to your work, influence, or resources.
Can you redirect communication through shared documents or group channels (so they can’t misquote you)? Can you shift collaborative tasks into areas with more oversight or clear deliverables? Can you avoid 1:1 exposure where triangulation might occur?
This is called containment, and it’s deeply effective. You’re not fighting—they don’t even realize they’ve been boxed out. And that’s the magic.
Speak the Language of Influence, Not Emotion
Narcissists thrive on emotional escalation. If you seem rattled, defensive, or reactive, they’ll use that to discredit you. So if you must raise concerns, keep your language calm, fact-based, and tied to shared goals.
Instead of “They always take credit and it’s exhausting,” say:
“I’ve noticed some inconsistency in reporting outcomes. To avoid confusion, I’d like to use shared metrics going forward.”
That’s not a complaint—it’s a solution. And narcissists have a much harder time arguing with solutions.
When It’s Time to Escalate
If someone’s behavior crosses into harassment, sabotage, or serious ethical breaches—you have to escalate. But don’t do it empty-handed.
Bring documentation, align with others who’ve experienced similar issues, and be ready for pushback. Narcissists will often frame escalation as “drama” or “personal bias,” so your case has to be tight and professional. Stick to facts, not feelings.
If HR is ineffective, consider external coaching or legal support. Sadly, not all orgs are equipped to deal with narcissists—especially those in senior roles. Your job is to protect yourself without expecting the system to save you.
Before You Leave…
Narcissists in the workplace aren’t just difficult—they’re strategic disruptors who know exactly how to twist systems, people, and perception in their favor. But that doesn’t mean they’re unstoppable.
If you’re grounded in your values, smart about your alliances, and aware of the games being played, you can navigate this landscape without losing your footing—or your soul.
Just remember: you don’t have to beat them at their own game. You just have to stop playing it on their terms.
