Navigating the power plays in Brussels orgs

In the intricate ballet of Brussels organisations, where policy-making reigns supreme, there exists a hidden dance of power and control that often goes unspoken or rarely covered by Brussels media houses. After numerous coffee catchups, a Brussels tradition, the number of conversations about people navigating their turbulent environments under leaders whose core skill in policy does not always translate into nurturing leadership is startling. I don’t need to tell you, but this disconnect can foster environments not conducive to collaboration or creativity, subtly encouraging conformity and compliance over what’s best for Europe.

There’s a high cost of being too kind and too different (read: competent, impactful in creative ways) in Brussels orgs

It’s a paradox that, in the politically charged corridors of Brussels, setting your boundaries when it comes to disrespect in the workplace, being overly different, bringing new ideas, or even being exceedingly kind can sometimes put you in the bucket of “oh, you are not European enough” or “oh, just do and stop asking too many questions.” 

Before my words are taken out of context, these are highly competent, empathetic leaders who share their experiences working in Brussels orgs where the power dynamic mirrors a subtle dictatorship, being kind or too different draws resistance to their ideas, and their request for clarity or a work plan is seen as challenging authority. Giving rise to the next generation of policy leaders who make the hidden dance of power and control a leadership norm.

To stay sane, embrace the art of staying unbothered

One of the most effective strategies these amazingly competent leaders have shared is their art of staying unbothered and letting the dictator play (because colleagues, clients, and members allow it). For them, in the face of power plays and top-down leadership styles, maintaining a level of professional detachment has served as a shield. This isn’t about indifference but about preserving your mental energy for the battles that truly matter, and not getting entangled in the everyday dramas that can drain one’s spirit and divert them from their true mission of making real impact to the lives of Europeans.

Consider Policy heads king, other team heads come in a close second

It’s crucial to remember that in Brussels, policy is king. Communications and other teams, while essential, are a close second; these latter teams are the dash of spice that enhances the main dish but aren't the main ingredient. Your job is to enrich and amplify the policy work, aligning your subject matter expertise like regulatory, market access, etc. to support policy objectives in a way that is heard but not overpowering.

A call to members: Focus on how your associations in Brussels are run

I understand that for many of you, your engagement with Brussels-based organizations might constitute a small fraction of your overall responsibilities. You're juggling your own leadership challenges, team dynamics, and strategic objectives. But but but… as members of any Brussels-based organization, especially in such a policy-driven ecosystem as Brussels, there’s a critical need to look beyond the output and examine the operating culture of your association. 

Why? Because these organizations represent your sector and your causes. The way they operate and treat their staff shapes their employees' lived experiences and forms their perceptions of your industry or cause. This, in turn, influences how effectively and genuinely they can advocate on your behalf. It is our responsibility to make sure that their work environments inspire and empower our representatives if we want them to engage with policymakers convincingly. Otherwise, their efforts might only scratch the surface of what could be achieved.

Consider whether your leaders are fostering an environment where the best ideas flourish. Or are they perpetuating cycles of control that stifle how policy is made? Are European citizens’ lived experiences considered? As members, you have the power to advocate for governance that prioritises transparency, values diverse viewpoints, and nurtures future leaders who understand that leadership is less about command and more about empowerment.

This isn’t just about making Brussels workspaces less toxic; it's about creating organisations that are truly effective, where the diversity of thought and the richness of experiences are harnessed to drive forward not just great policy but a healthier, more collaborative workplace culture. This way, one day, in Brussels, we will be a kinder bunch and an incredibly competent bunch who have stopped accepting "when you mess with the bull, you get the horns" as an inevitability.