This is a good point. Behind the phenomenon you describe is the difference between personal power and organizational power. If people follow your lead without formally reporting to you, you have personal power. If your boss is a good boss, he will recognize and promote you. This will add organizational power. This, in turn, leads to the effect you describe. Some people in boxes have more influence than others. Maybe we should talk about what creates personal power?
This is a good point. Behind the phenomenon you describe is the difference between personal power and organizational power. If people follow your lead without formally reporting to you, you have personal power. If your boss is a good boss, he will recognize and promote you. This will add organizational power. This, in turn, leads to the effect you describe. Some people in boxes have more influence than others. Maybe we should talk about what creates personal power?
Interesting concept! Do you have any concrete methods for building/maintaining it? Or how it’s useful day-to-day?
That's a good point! I use the common stakeholder map format for this purpose (example here under section 3: https://miro.com/blog/stakeholder-mapping/ )
During everyday business, I decide how, when and whom to inform based on this map.
Interesting, thanks! I didn't know there was such a methodical approach to stakeholder management 😂