How do you know who the real decision-makers are in an organization?

augustus 9, 2026

The real decision-makers in an organization are not always the people with the most impressive job titles. Formal hierarchy provides direction, but informal power often determines who truly influences the decisions that matter. To identify the real decision-makers, you need to learn to look at who others consult, who has access to key figures, and who shapes the agenda before meetings even begin. This article answers the most important questions about organizational politics, informal power, and how to grow your own influence with the people who truly matter.

What is the difference between formal and informal power in an organization?

Formal power is the authority officially assigned through a job title, reporting line, or organizational structure. Informal power is the influence someone holds based on relationships, reputation, knowledge, or trust — regardless of their official position. In practice, it is the informal decision-makers who determine whether an idea takes hold or falls flat.

Formal power is visible and predictable. A director has formal authority over their team. A manager can make decisions within a defined mandate. But who decides what lands on the director’s agenda? Who has their ear? Who is always brought in to weigh in before a proposal is officially submitted? Those are the people who carry informal power.

The danger of relying on formal power is that you can trust it blindly. You write a perfectly substantiated proposal, submit it through the right channels, and wait for a decision. But if you haven’t brought the informal decision-makers along, there’s a good chance your proposal will stall, get watered down, or even be blocked by people who formally have no say — but informally have far more.

Informal power is not negative or unfair. It is simply how organizations actually function. Those who understand this and learn to work with it have a strategic advantage.

How do you recognize the real decision-makers behind the scenes?

You recognize the real decision-makers in an organization by observing who others consult before a decision is made, whose opinion carries weight in meetings, and who has access to senior leadership without formally being entitled to it. They become visible when you look closely at behavior — not at titles.

Watch for the following signals:

Who is always invited, even when it’s not obvious why? If someone consistently shows up in discussions that fall outside their formal domain, that’s a sign of informal influence.
Who do others turn to for advice or approval? If colleagues consult someone before taking action, that person holds informal authority.
Who has direct access to key figures? Think of the CEO’s assistant, a director’s trusted confidant, or the employee who has been around for twenty years and knows everything.
Who sets the tone in informal settings? Who speaks up at lunch, who organizes the after-work drinks, who runs the group chat? Social dynamics outside the meeting room reveal a great deal.

Also pay attention to who is not speaking, but is listening closely. Some real decision-makers are quiet in meetings but have the final word afterward.

Why are women more often excluded from informal decision-making?

Women are more often excluded from informal decision-making because informal networks still largely form in settings and through behavioral patterns that have historically been shaped by men. Think of after-work drinks, golf courses, casual coffee chats, and other social contexts where women are less automatically invited or feel less welcome.

This is not a matter of individual ill will, but of structural patterns. People build trust with people who are similar to them. When the top of an organization consists predominantly of men, the informal networks around that leadership are also predominantly male. As a result, women more often find themselves outside the circle where decisions are informally prepared.

On top of that, women are more often evaluated on performance, while men are more often assessed on potential and network. The result: women work harder to be seen, yet invest less in the relationships that would actually make them visible to the right people.

Unwritten rules within organizations play a significant role in this. Those who don’t know those rules — or were never taught them — are playing the game at a disadvantage. That is precisely why understanding organizational politics is so valuable for ambitious women who take the Masterclass Stratego for Women.

Who are the gatekeepers and what role do they play?

Gatekeepers are the people who manage access to real decision-makers, consciously or not. They determine who gets through, which information flows upward, and which requests receive priority. They often hold no formal decision-making authority themselves, but their influence over who reaches the decision-makers is enormous.

Classic gatekeepers include personal assistants, executive secretaries, and chiefs of staff. But a team leader who decides which ideas from their team get passed up the chain, or a colleague who regularly speaks with the director and therefore acts as an informal bridge, also plays a gatekeeper role.

Ignoring gatekeepers is a common strategic mistake. Those who respect, inform, and involve them increase the likelihood that their message reaches the right person at the right moment. Those who bypass them or treat them as unimportant risk having their request never make it onto the agenda.

Invest in relationships with gatekeepers the same way you would with decision-makers themselves. Ask for their perspective, acknowledge their role, and make sure they understand what you’re trying to achieve and why it matters.

How do you map the informal power network?

You map the informal power network by systematically observing who talks to whom, who others consult, and who influences decisions outside the formal structure. This is also known as a force field analysis and is one of the most valuable strategic skills you can develop in an organization.

Start with the following steps:

Observe meetings. Who responds to whom? Whose comment shifts the direction of a discussion? Who does everyone look to when a decision is approaching?
Ask people who have been around longer. Colleagues with deep organizational knowledge often know exactly who the real players are. Ask them subtly about their experiences and observations.
Pay attention to informal communication. Who texts whom? Who walks to the coffee machine together? Who gets spontaneously invited to a meeting?
Look at who makes projects succeed or fail. Behind every successful or failed initiative is a force field of people who supported or blocked it.
Draw the network out. Create a simple map of who is connected to whom, who the central nodes are, and where you yourself sit within it.

A force field analysis is not a one-time exercise. Networks shift as people leave, get promoted, or form new alliances. Keep your map up to date.

When is it smart to bypass formal channels?

Bypassing formal channels makes sense when the official route is too slow, when a decision has already been made informally and the formal process is merely a formality, or when you know that a key figure is reachable and receptive outside the official structure. It does require insight and timing.

Bypassing formal channels does not mean breaking rules or sidelining people in ways that damage trust. It means strategically choosing the most effective route to your goal. Sometimes that’s an informal conversation with the right person before a meeting, so that your proposal already has backing by the time it officially comes to the table.

Be careful, though. Someone who bypasses the formal route too often can come across as unreliable or overly political. The skill lies in using informal channels as a complement to — not a replacement for — the formal structure. Always make sure that the people who are formally supposed to be involved never feel sidelined.

A good rule of thumb: use informal channels to build and test support, and formal channels to confirm and document decisions.

How do you grow your own influence with the real decision-makers?

You grow your influence with the real decision-makers by being visible at the right moments, by building relationships based on mutual value, and by understanding what those decision-makers are themselves trying to achieve. Influence is not about being the loudest voice in the room — it’s about being strategically present.

Concrete steps to increase your influence:

Align with the decision-maker’s agenda. When you know what someone cares about, you can frame your ideas in that light — making them more relevant and easier to support.
Build relationships before you need anything. Influence is built during quiet periods, not when you need a favor. Invest consistently in contact with the people who matter.
Be visible outside your own silo. If you’re only known within your own department, your influence is limited. Seek connections with other teams and projects.
Speak the language of the organization. Decision-makers think in terms of risk, results, and strategic priorities. Those who frame their ideas in that language are taken more seriously.
Use your network actively. Ask for introductions, join informal discussions, and make your presence a natural part of the circles that matter.

Growing your influence requires a long-term perspective. It’s not about one good conversation, but about a consistent pattern of visibility, reliability, and strategic thinking that convinces others your voice matters.

How InTouch helps you navigate organizational politics

Knowing who the real decision-makers are and how to build influence with them is not an innate talent. It’s a skill you can learn — provided you have the right insights and tools. That is exactly what we at InTouch Women have been doing for nearly 30 years.

In our Masterclass Stratego for Women, you will learn, among other things:

How to conduct a force field analysis and map the key players in your organization
Which unwritten rules apply and how to use them in a way that suits you
How to raise your profile with the people who matter, without losing yourself in the process
Which tactics work for building influence with both formal and informal decision-makers
How to negotiate, position yourself, and communicate strategically in complex organizations

The program runs for six months and takes place in a small group of no more than twelve women, allowing space for personal experiences and real depth. The approach is practical and immediately applicable: no vague theory, but concrete strategies you can put to use the very next day.

Want to find out whether the Masterclass is right for you, or do you have questions about what we can do for your organization? Get in touch and we’d love to think it through with you.

Veelgestelde vragen

How do I deal with resistance from informal decision-makers who are blocking my proposal?

Start by understanding why someone is pushing back: is it a substantive objection, a territorial issue, or a lack of trust? Seek out a one-on-one conversation outside the meeting room, ask genuine questions, and actively listen to their perspective. Adjust your proposal so that it also serves their interests, or make sure they feel like they have a stake in it. Resistance from informal decision-makers rarely disappears through better arguments — but it does through better relationships.

What if I'm new to an organization? How do I map the power network quickly?

As a new employee, you actually have an advantage: you can ask questions without it seeming strange. Ask colleagues who have been around longer how decisions get made, who the go-to people are, and how past projects succeeded or failed. In your first few weeks, actively observe who talks to whom, who speaks up in meetings, and who others consult. Invest early in broad relationships — including with people outside your immediate team — so you build a realistic picture of the informal landscape.

Is it manipulative to deliberately use informal networks and organizational politics?

No, as long as you act with integrity and with mutual benefit in mind. Organizational politics gets a bad reputation when someone harms others, withholds information, or exploits relationships for personal gain. Navigating an organization strategically means understanding how things work and engaging with that honestly: you build genuine relationships, communicate clearly, and make sure your ideas reach the right people. That’s not manipulation — it’s effective leadership.

How do I maintain my authenticity while deliberately working on my organizational political position?

Authenticity and strategic behavior are not mutually exclusive. It’s about making conscious choices about when, where, and how you show up — without compromising your own values or style. Ask yourself: which relationships do I genuinely want to build, and which agendas align with what I personally care about? Those who invest in influence from a place of genuine interest and shared goals don’t have to lose themselves in the process. That’s precisely what makes you credible over the long term.

What are the most common mistakes people make when building influence in an organization?

The biggest mistake is starting too late: only building relationships when you need something rarely works. Other common mistakes include investing exclusively in people above you while ignoring gatekeepers or peers, focusing too much on performance without paying attention to visibility, and presenting ideas without first gauging support. Underestimating the informal agenda before meetings is also a classic pitfall: if you only introduce your proposal during the meeting itself, you’re often already too late.

How often should I update my force field analysis?

Review your force field analysis at least twice a year, and immediately after major organizational changes such as restructurings, mergers, the departure of key figures, or new appointments. Informal networks shift with people: when a trusted decision-maker leaves, their influence moves to someone else. Those who keep their map current won’t be caught off guard by shifts in the power dynamic and can build new alliances in time.

Can I apply these insights even if I don't hold a leadership position?

Absolutely — and in that case they’re especially valuable. Informal influence is not reserved for people with a management title. Employees without formal authority can be enormously influential by deploying their expertise, network, and reputation strategically. By understanding who the real decision-makers are and how to reach them, you can contribute to meaningful decisions, increase your visibility, and strengthen your position for the next step in your career — even from an operational role.