Around the coffee machine at a client's office, I hear the exact same thing as in my own organization: “Nothing is going to change anyway”' “I’m staying neutral, it’s safer,” “I prefer to stay above the fray.”

The issue isn't a refusal to take sides, but believing that neutrality offers protection. In reality, "remaining neutral" is not a lack of position—it is a strategic choice that often makes me complicit in decisions I don't support and invisible when my voice truly matters.

During election season as in business, neutrality primarily benefits those who already hold power or the strongest voice. If I suppress my convictions or refuse to take a stance on a controversial project just to avoid making waves, I send a clear message to my team: on critical issues, do not count on me.

As a result, my credibility erodes, I am seen as a mere messenger, and I risk losing sight of my own core values.

Three Faces of Neutrality That Cost Me Dearly

1. It’s not me, it comes from above!

I pass down directives without questioning them. But by implementing decisions I struggle to explain to my team, I become invisible when the time comes to advocate for our priorities.

2. The Problem Avoider

I steer clear of sensitive topics, thinking I am protecting my team. However, my colleagues sense what is left unsaid: by avoiding short-term discomfort, I create a lasting culture of mistrust.

3. I'm here for technical work, not politics

I retreat into technical expertise and quality, repeating that "politics are for others". I then complain about being left out of strategic decisions, even though I chose to step out of the arena myself..

Three Steps to Step Out of Neutrality Without Becoming Partisan

Stepping out of neutrality doesn't mean becoming an aggressive political player, a manipulator, or an activist. It means being clear about what matters to me and owning it.

1. I define my principles without picking a side

My goal is not to avoid disagreements, but to establish clear guidelines that bring clarity when difficult choices arise.

2. I choose 2 or 3 strategic battles

I don't pick 15 issues. I select two or three areas where neutrality causes the most harm (e.g., ethics, team recognition, clear priorities) and make my voice heard.

3. I accept the price of clarity

Taking a stand may create uncomfortable tension, but avoidance comes with a price too. I don't need to have all the answers, but I must know, name, and defend what truly matters.

In a few days, election season will come to an end, with new decisions made and fresh priorities emerging.

In our organizations too, shifts, tradeoffs, and tough choices are constant. Some decisions will involve my input; others will happen without me.

The challenge was never to “play politics,” but to take ownership for the footprint I choose to leave. Ultimately, the question won't be: "Whose side am I on?", but rather:

"What does my silence allow?"