My earlier article discussed the unwritten rules of corporate life. These are the quiet signals and behavioural patterns that are rarely explained when someone begins working, yet gradually become visible through experience.
Understanding these patterns is only the beginning. The deeper learning begins when professionals start encountering them repeatedly in ordinary situations at work. Small incidents, subtle changes in tone and repeated experiences slowly shape how people understand their workplace.
For many young professionals this understanding develops gradually. There is rarely a clear moment when everything becomes obvious. It usually becomes clear only after some time has passed.
From Innocence to Awareness
Most professionals in Nepal begin their careers with straightforward expectations. They carry habits formed through years of schooling. Follow instructions, respect seniors and complete work properly.
In the early stage of employment these habits feel sufficient. Many believe that sincere effort will be recognised and that careful work will earn trust.
As time passes, the environment reveals additional layers.
People begin noticing that discussions often happen before meetings formally begin. Important conversations take place in corridors, during car rides or while having tea. Meetings sometimes become a place where decisions are presented rather than formed.
A situation familiar in many Nepali offices illustrates this.
A junior employee prepares a proposal over several days. Data is checked carefully. Different departments are consulted. The presentation is organised in detail.
During the meeting a senior introduces the proposal and presents the key points. The junior employee receives appreciation for the effort. The senior is acknowledged for leadership.
Experiences like this leave a quiet impression. Many professionals remember such moments later when they begin understanding how organisations actually function.
At this stage people tend to respond differently.
Some adapt to the environment with little resistance. They observe how discussions unfold and gradually adjust their communication. They learn when to speak, when to wait and how to express ideas more carefully. Their careers continue moving forward, although their early confidence becomes more measured.
Others react more directly. They question decisions and express disagreement openly. In many Nepali organisations, especially those influenced by promoter or family ownership, open confrontation is rarely comfortable. Professionals who follow this approach often experience isolation or fatigue over time.
A smaller group develops awareness while holding on to their personal standards. They recognise how hierarchy and influence operate but try to move forward without abandoning their sense of fairness. This approach requires patience and judgement, yet it allows growth with personal stability.
Office Politics Exists in Every Workplace
Politics is present in every organisation. Ignoring it does not remove it. A lack of awareness often makes situations harder to handle.
Nepal already has a strong culture of political discussion. People debate national politics in homes, offices and tea shops. Similar patterns naturally appear inside organisations.
Different styles of influence can usually be observed.
Some individuals dominate discussions with confidence and strong language. Others rely more on patience and long-term relationships. A few prefer to remain quiet during unstable situations and become influential when circumstances shift.
These approaches are not ideological positions. They reflect different ways individuals deal with power and hierarchy.
An example from a Nepali company illustrates this pattern. One senior manager was known for dominating meetings and dismissing alternative opinions. Many employees avoided challenging him. Over time his department struggled to meet expectations and he was later moved to another role.
In the same organisation another manager spoke very little during meetings but maintained strong relationships across departments. When the leadership structure changed, his reputation for reliability made him an important figure in the organisation.
Situations like this show that workplace politics is often a reflection of human behaviour within hierarchy rather than deliberate manipulation.
Young professionals sometimes believe that avoiding politics will protect them. In practice, understanding the environment helps them move through it more safely.
The Quiet Arrival of Corporate Maturity
Corporate maturity develops slowly through experience.
At some point professionals begin speaking more selectively. This change does not come from a lack of ideas. It comes from a clearer understanding of when a contribution will help a situation and when it may complicate it.
Many Nepali managers recall earlier stages of their careers when they expressed every opinion strongly in meetings. Over time they learned that tone, timing and context influence how ideas are received.
Maturity also brings another realisation. Being technically correct does not always settle a discussion. The way an idea is introduced often determines how people respond to it.
Experienced professionals usually appear calm from the outside. Their daily work often involves absorbing pressure from senior levels and translating unclear instructions into workable guidance for their teams.
They handle difficult conversations quietly and take responsibility when problems arise. Their contribution may not always be visible, but people rely on them.
Glorified Managers
Most organisations have individuals who appear highly successful within the hierarchy. They receive attention, move upward quickly and seem closely connected to senior leadership.
Some are effective managers. Others gain prominence mainly because of proximity to power.
A glorified manager usually excels at managing communication with senior leadership. They understand the preferences of the boss and present information in ways that align with those expectations. Disagreement with senior leadership rarely occurs.
In the beginning such managers often appear decisive and confident. Their presence in meetings is strong and their decisions are delivered quickly.
With time certain patterns begin appearing within their teams.
Team members gradually reduce their participation in discussions. Capable employees either remain silent or begin exploring opportunities elsewhere. Communication tends to flow upward while internal dialogue weakens.
In promoter-led organisations this situation can persist because questioning authority is culturally uncomfortable.
When organisations expand or leadership structures change, the limitations of this style often become visible. Influence that depended mainly on visibility becomes difficult to sustain.
Managers who focus on building capable teams usually progress more slowly. Their influence grows through trust and consistency rather than proximity to authority.
The Role of Perception
Corporate life includes another reality that professionals gradually recognise. Reputation and perception influence how work is interpreted.
Performance remains important, yet perception often shapes opportunity.
In Nepal opinions about individuals circulate quickly through informal conversation. A remark made casually during a social gathering can influence how someone is viewed within the workplace.
Professionals who understand this environment usually maintain consistency in their behaviour and avoid unnecessary disputes. Their work gradually establishes credibility.
Awareness of perception does not require manipulation. It reflects an understanding of how organisations function socially.
The Price of Ethical Consistency
Ethical conduct in professional life appears through small actions repeated consistently.
Acknowledging the work of colleagues. Accepting responsibility when mistakes occur. Avoiding the temptation to transfer blame toward junior employees.
Maintaining such standards sometimes slows career movement in the short term.
People who follow this path may not always be part of influential inner circles. Their views may occasionally be considered inconvenient.
Despite these difficulties, consistent conduct builds trust over time. Teams prefer working with individuals whose behaviour remains predictable. Senior leaders often seek the judgement of people known for speaking carefully and responsibly.
Progress may take longer, but it rests on stable ground.
What the Unwritten Rules Do Not Explain
Unwritten rules help professionals understand how organisations operate. They reveal the presence of hierarchy, influence and informal networks.
What they do not address is the balance each individual must eventually find between professional survival and personal standards.
Promotions, titles and compensation create visible markers of progress. Over time, however, colleagues tend to remember something else as well. They remember how people behaved when pressure increased and decisions became difficult.
Corporate life tests professional ability. It also reveals character.
Professionals who remain steady in their conduct may not always attract the most attention. Their presence, however, is often remembered long after formal titles fade.
Bhetwaal is Senior Vice President of Jagdamba Motors Pvt Ltd. He has over 30 years of experience in the corporate sector in Nepal. During his career he has worked with some of the biggest companies and brands especially in the automobile domain.
