Snakes in suits: The in-house illusion of loyalty
By Prof. Samuel Lartey
Introduction
IN every organisation, there are individuals who exude loyalty and dedication but secretly harbor motivations of jealousy, manipulation, and ambition.
These corporate saboteurs, often referred to as “snakes in suits,” pose a significant threat to business productivity, growth, and sustainability.
They are adept at navigating organisational politics, forming silos, and manipulating others to climb the corporate ladder. Publicly, they proclaim their loyalty, yet covertly, they celebrate the disruption they cause, entrapping others in webs of deception.
Within Ghana’s business ecosystem, these behaviors undermine internal operations and have far-reaching financial and economic consequences.
Jealous People with Friendly Faces
Jealous people with friendly faces are skilled at hiding their envy behind a mask of warmth and camaraderie, presenting themselves as supportive allies while secretly harboring resentment.
They often seek to ingratiate themselves with those they admire or envy, positioning themselves as confidants or collaborators.
Yet beneath the surface, they are motivated by a desire to outshine or subtly sabotage others, creating small disruptions or spreading subtle doubts to elevate themselves.
Their friendliness is strategic, a tool to win trust and gain proximity, all while quietly working to chip away at the successes of those around them, leaving their targets unaware until the damage has been done.
At first, these “snakes in suits” seem ideal, they are friendly, engaged, and ostensibly committed to the organization’s success. They align with key stakeholders, attend major events, and are quick to lend a hand in visible situations.
However, this display of loyalty is a carefully crafted illusion. Behind the scenes, they exploit their influence, forming cliques and sowing discord. Their goal is to build following, manipulating colleagues into their inner circle, often at the organization’s expense.
A 2021 report by the Institute of Statistical, Social and Economic Research (ISSER) found that 45% of employees in medium to large Ghanaian companies observed cliques and silos obstructing effective decision-making and stifling innovation.
The study further revealed that these dynamics led to a 20% drop in productivity as resources were misdirected toward personal agendas rather than corporate goals.
Climbing the Ladder of Manipulation
Corporate saboteurs skillfully manipulate systems and people to their advantage, often through charm and deceit. They target new or struggling employees, offering mentorship or friendship to create a false sense of trust, only to exploit these relationships later. In Ghana, several high-profile cases illustrate the harm caused by such tactics.
For instance, a prominent telecommunications company in Ghana experienced the negative impact of silo-building when a senior manager strategically isolated departments to control information.
This power grab led to slow decision-making and drove away key employees, costing the company an estimated $15 million in potential revenue in 2020 alone, as reported by the Ghana Employers Association (GEA).
This issue is not isolated. According to a 2022 World Bank report, companies suffering from internal manipulation and clique-building are 25% more likely to underperform in competitive markets.
In Ghana, where small and medium enterprises (SMEs) represent over 70% of the GDP, the collective impact of such dysfunction is significant, with businesses contributing 1.5% less to GDP growth annually due to these internal conflicts.
The Silent Cost of Toxicity
Corporate saboteurs thrive in environments with vulnerable employees, often sidelining those genuinely committed to the organization’s mission. Genuine contributors, who bring fresh ideas and innovation, are frequently pushed to the periphery or disheartened by stolen ideas and minimized contributions. In Ghana, this culture of hidden sabotage has left lasting impacts on workforce engagement and innovation.
A Ghana Statistical Service (GSS) report indicated that businesses with entrenched internal power struggles experienced a 12% decrease in employee engagement from 2018 to 2022.
The Bank of Ghana’s 2023 Business Confidence Survey highlighted that companies with toxic work environments saw a substantial drop in innovation and revenue growth.
For example, a medium-sized manufacturing company in Kumasi reported a 25% revenue loss in 2022 due to siloed management practices hindering product development.
Economic Repercussions of Workplace Sabotage
The impact of these saboteurs goes beyond individual organizations, affecting the broader economy. Ghana’s economic stability relies heavily on the success of its private sector, especially SMEs. When these businesses are undermined by toxic internal dynamics, the ripple effect on economic growth is significant.
The 2021 McKinsey & Company report on corporate governance in West Africa emphasized the economic consequences of workplace toxicity. In countries with high levels of internal organizational conflict, including Ghana, annual GDP growth lagged by up to 2% compared to countries with healthier corporate cultures. This is a critical concern for Ghana, where stable economic growth is essential for progress.
The Ghana Employers Association further noted that companies with high internal manipulation and silos faced increased employee turnover and rising recruitment and training costs.
Such financial strains, coupled with the loss of valuable talent, undermine an organization’s ability to innovate and remain competitive. This in turn impacts Ghana’s economic growth, with each dysfunctional business reducing the nation’s collective ability to thrive in a globalized economy.
Solutions for a Healthier Business Environment
Addressing the influence of corporate saboteurs requires strategic efforts to promote transparency, collaboration, and accountability. Organisations must be vigilant in identifying and addressing manipulative behaviors before they erode team morale and productivity. Leaders should promote open communication and merit-based advancement to deter the formation of toxic alliances.
To mitigate these negative influences, the Ghanaian government and business leaders can adopt policies and practices that foster a culture of trust, collaboration, and shared responsibility.
By empowering employees with a transparent environment, businesses can create a healthier, more sustainable workforce that ultimately strengthens the Ghanaian economy.
Conclusion
The threat of corporate saboteurs, or “snakes in suits,” is a reality many Ghanaian businesses face. Driven by personal ambition, these individuals manipulate organizational systems to climb the corporate ladder, often at the expense of others’ well-being and the organization’s success.
Their actions have far-reaching implications, impacting both individual businesses and Ghana’s economy.
For Ghanaian organizations to thrive, leaders must prioritize creating transparent, collaborative environments that reward merit and foster innovation. By countering the influence of these hidden saboteurs, Ghanaian businesses can build resilient workforces that drive productivity and contribute meaningfully to economic sustainability, ensuring a prosperous future for both organizations and the broader society.
Prof. Samuel Lartey
sammylaatey@yahoo.com
