Navigating the maze of organisational power dynamics

“You’ve got to talk to the right people and know what they care about before anything gets done. It doesn’t seem like it’s got anything to do with the work or what’s best for the business, just what makes them look good!”

Have you ever heard a statement like that? Or uttered it yourself? This is the political game of the corporate world. A mindboggling landscape of networks and power plays.

Navigating the workplace when it’s like this can be challenging. But, if you are looking to progress in your career or increase your influence as a leader, this a talent that you need to develop.

Many of us fall into the trap of thinking that if we put our heads down and just do our job well, we’ll succeed. But it’s not always enough. If you want to build your impact as a leader, strengthen your voice in your workplace, effectively collaborate and grow your career, you need to understand the dynamics of the organisation.

What does this mean?

It means understanding how influence and power operate, identifying key players and decision-makers, and recognising the informal networks that can either support or hinder your professional goals.

What are organisational dynamics?

Organisational dynamics refer to the patterns of interaction, relationships, and power structures that exist within a workplace or industry. These dynamics influence how decisions are made, how information flows, and how individuals and teams work together. I’ve always referred to this as the ‘politics’ of the organisation.

Why this matters

Once we know the power dynamics within an organisation, we can adapt and use them in our own authentic ways. These tools help you to enhance your presence, effectively communicate your ideas, and increase your influence within the organisation. It can help to increase visibility, and find their way into the informal networks that women might otherwise be excluded from.

When we have more diverse representation in leadership, we can create more inclusive environments, challenge the existing power imbalances and promoting diversity in decision-making processes.

Ultimately, a deep understanding of organisational power dynamics empowers women leaders to navigate workplace challenges more effectively, amplify their impact, and pave the way for greater gender equity in leadership roles.

That makes understanding these elements essential, so let’s break it down.

Power structures: formal vs. informal

Formal power structures

Organisational hierarchy: This includes the official chain of command, job titles, and the roles and responsibilities defined by the organisation. Understanding the formal hierarchy helps you know who holds authority and how decisions are officially made.

Decision-makers: These are folks or groups with the authority to make significant decisions within the organisation. Identifying who they are and understanding their priorities is key to influencing outcomes.

Informal power structures

Influencers and opinion leaders: These are people who may not have official titles of authority but who hold significant influence over over others and decision makers. These folks are often trusted advisors and when it comes to making change happen, these people are critical to find.

Gatekeepers: These individuals control the flow of information and access to key decision-makers. Building relationships with gatekeepers can enhance your ability to communicate your ideas effectively. It’s important to know that these folks may NOT be high in the organisational heirarchy. Some of the most significant gatekeepers I’ve known have been the Executive Assistants to decision-makers.

Networks and alliances: Informal networks consist of the relationships and alliances that are formed across different departments and levels. These networks can significantly help facilitate collaboration and support for your initiatives.

When you reflect on your experiences in the workplace, can you see these dynamics at work? It can take some time to see these flows of power and influence. But they are there.

Spend time observing how decisions are made and how people interact. Listen actively during meetings and conversations to catch glimpses of the underlying dynamics. You can also ask for feedback from colleagues and mentors about key players and influence within the organisation. Talk to trusted mentors about their experiences navigating these dynamics. Asking ‘who would you talk to?’ or ‘who’s the best person to get this to happen?’. Consider their answer as data points and assess and validate it with your own experiences.

The question then, is how can we leverage these power dynamics as part of our leadership journey?

Four steps to using these power dynamics

Step one: Identify the key players.

Do a stakeholder analysis on your work area. Identify who the key stakeholders are. This includes not only those in formal leadership positions but also those who are influential employees and external partners. If your brain is visual, you can create a power map of the key players. It can be helpful to see how everyone is interconnected.

Step two: build relationships.

I am sure you know how to do this. Actively engage with both the formal and informal leaders that you’ve found in the network. Attend meetings, participate in cross-departmental projects, and seek opportunities to collaborate. Find mentors who can provide guidance and sponsors who can advocate for your advancement within the organisation. I would also add, consider mentors who understand the unique challenges related to gender and racial dynamics and can offer tailored advice.

Step three: keep building your communication skills

Understanding and navigating the interplay of dynamics needs good communication skill. You will need to learn to adapt your communication style to resonate with different stakeholders you engage. By understanding their priorities and concerns, you can present your ideas more persuasively. Listen to what is happening around you. Pay attention to the needs and comments of others.

I really want to point out here, there is a fine line between understanding and tailoring a message to a specific audience and outright ‘spin’. Keep your integrity in mind. Because not only does good communication build trust, and positions you well as a leader, so does being honest and consistent.

Step four: give to your networks

Being visible and being seen as a valuable contributor to the eco-system of your workplace means you’ve got to contribute. Not just be a spectator.

• Participate in or initiate projects that require collaboration across different teams. This exposes you to a broader network and demonstrates your ability to lead diverse groups.

• Participate in those social settings such as office gatherings, lunches, or networking events. Building rapport outside of formal meetings can strengthen your professional relationships.

• Share information, resources, and insights with your peers. Being seen as a source of knowledge enhances your reputation and influence within the network.

Take the next step: enhance your leadership presence

Are you ready to dig deeper into understanding and leveraging organisational dynamics to boost your leadership presence? This is one of the topics that we are going to cover in the upcoming Ready to Rise program.

Ready to Rise is a two-day leadership designed to equip you with the tools and strategies needed to step out from the crowd and own your place as a leader. Click here to learn more and register!

Final thought

Mastering organisational dynamics is a critical component of effective leadership. By understanding how influence and power operate within your organisation or industry, and by recognising the impact of gender and racial biases, you can strategically enhance your visibility and impact. Embrace this knowledge to lead authentically, inspire your team, and drive meaningful change.