top of page

By:

Rashmi Kulkarni

23 March 2025 at 2:58:52 pm

When Unofficial Influence Silently Bends The Company

Teams don’t follow the org chart. They follow influence. It began, as distortions often do, with something small.   A client asked for a minor tweak.   Priya created a plan, aligned the team, and got ready to ship.   Twelve minutes later, the direction changed completely.   Not because the client updated the brief.   Not because Rohit, the founder, intervened. It changed because someone Rohit trusted… a former colleague, not part of the company … dropped a casual suggestion on WhatsApp: “Try...

When Unofficial Influence Silently Bends The Company

Teams don’t follow the org chart. They follow influence. It began, as distortions often do, with something small.   A client asked for a minor tweak.   Priya created a plan, aligned the team, and got ready to ship.   Twelve minutes later, the direction changed completely.   Not because the client updated the brief.   Not because Rohit, the founder, intervened. It changed because someone Rohit trusted… a former colleague, not part of the company … dropped a casual suggestion on WhatsApp: “Try a different structure. Might work better.” A side comment.   An informal opinion.   And suddenly the team’s work reshuffled. That’s system distortion:    the moment unofficial influence quietly overrides official structure.   The team didn’t complain. But they did wonder:   “Who are we actually taking direction from?”   A healthy system bends under strategy.   A distorted one bends under proximity. Every company has an invisible org chart . Titles say one thing.   Behaviour says another. Most teams slowly learn to navigate two structures:   The formal org chart  and he real influence map. Influence comes from:   tenure (“He’s been here forever”),   trust (“She knows the founder best”),   competence (“He fixes everything”),   charisma (“Everyone listens to her”),   or external voices (“Mentor said this yesterday…”). None of these appear in job descriptions.   All of them shape decisions. System distortion is rarely malicious.   It is simply unacknowledged power .   Three Unofficial Power Nodes By mid-year, The Workshop operated around three “shadow roles”: 1. The Veteran Aman had legacy knowledge. People treated his opinion as policy because “he knows how Rohit thinks.” 2. The Interpreter Meera translated Rohit’s intent better than anyone. Decisions were checked with her “just to be safe.” 3. The External Brain A consultant Rohit admired occasionally dropped ideas that instantly reshaped priorities … without context or accountability. None of them misused influence.   But influence doesn’t need intention to create impact. The system didn’t collapse.   It simply drifted … subtly, daily, silently.   Pattern 1: The Loyalty Weight Long-time loyalists often hold invisible authority.   Not because they’re strongest.   Because they’re familiar .   Teams adjust around them:   “Better check with him first.” , “She knows what Rohit prefers.” , “He’ll influence the decision anyway.” Loyalty becomes gravity.   Gravity shapes behaviour.   Newer voices fade… not from lack of talent, but from lack of perceived permission.   Pattern 2: The Competence Exception Sometimes distortion forms around the most capable person.   The hyper-performer.   The one who delivers under pressure.   The one the boss instinctively relies on. Soon:   Nothing moves without their input, managers feel bypassed, systems bend to accommodate one person’s style. On the surface it looks efficient.   Underneath, the company becomes brittle. Remove the star, and the organisation shakes. Pattern 3: The Override Proxy This is the most subtle distortion of all.   The boss doesn’t override decisions.   Someone else does it for them:   “Trust me, he won’t like this.”, “Let’s realign… this is more his vibe.” , “He’ll want something sharper.”   These proxies don’t hold authority.   They simply channel it. But the effect is the same:   Managers lose influence, teams stop owning decisions, people optimise for the proxy instead of the structure. Pattern 4: The External Influence Trap Even well-meaning external voices can destabilise internal work:   A mentor suggests a tweak , a n investor questions a KPI , a consultant criticises a slide , a f riend shares a “thought”   And suddenly six weeks of work feels “misaligned.” The team begins working against ghosts… unseen opinions that override internal clarity.   External insight is valuable.   But without boundaries, it becomes internal disturbance. Why System Distortion Is So Dangerous Its symptoms are subtle:   Decisions feel inconsistent , o wnership becomes uneven , m anagers lose authority , t eams second-guess the “real” source of direction , w ork slows not from laziness, but from navigational anxiety.   Systems break quietly long before they break visibly. Bosses believe they’ve built a clear structure.   Teams experience an informal constellation.   Bosses think decisions flow through roles.   Teams know they flow through influence.
Bosses assume clarity.   Teams behave inside ambiguity.   A system doesn’t fail because it’s weak.   It fails because it’s unclear. The People Paradox showed how teams drift from leaders.   The Boss Paradox shows how leaders distort systems without meaning to.   Five hidden fractures.   Five mirrors.   Not to blame… but to see.   Because companies rarely break from incompetence.  They break from invisibility.   Clarity is the beginning.   Rebuilding is what comes next. (The writer is Co-founder at PPS Consulting. She writes about the human mechanics of scaling where workplace behavior quietly shapes business outcomes.)

Selective Outrage

India’s left-liberal media has long prided itself on being the torchbearer of secularism, dissent and moral rectitude. In the aftermath of ‘Operation Sindoor,’ the precision military strike launched by the Modi government against Pakistan-based terror camps, it has revealed its not a principled commitment to peace or truth, but a disturbing penchant for ideological prejudice, performative sanctimony and selective outrage.


The operation itself was a textbook display of calibrated force and geopolitical prudence. Prime Minister Narendra Modi, often caricatured as ‘authoritarian’ by the ‘liberal’ English-language commentariat, chose patience over provocation. He consulted opposition leaders, held detailed discussions with defence chiefs and took key international stakeholders, notably the United States and Russia, into confidence before authorising limited military action. The symbolism of ‘Operation Sindoor’ was also carefully crafted: a pointed reminder that the attack’s real victims were Hindu women widowed by Pakistan-sponsored militants in Kashmir. The government’s briefings were also strategic and symbolic as two ranking female officers, one of them Muslim, were made the public face of the mission, underlining a new Indian confidence that blends military muscle with democratic pluralism.


But this was unacceptable for India’s entrenched ‘left-liberal’ press, steeped in academic jargon, Western validation and a knee-jerk hostility to anything remotely ‘Hindutva.’ That a Muslim officer briefed the nation on ‘Operation Sindoor’ was branded ‘tokenism’ by such commentators. Others crudely alleged that the April 22 Pahalgam massacre was the logical culmination of reported atrocities against Muslims since Modi came to power in 2014.


The semantic nitpicking over ‘Operation Sindoor’ was maddening. An editor of a prominent magazine dubbed the operation’s name as ‘patriarchal’ and coded in Hindutva tropes. In a bizarre case of moral inversion, sindoor was likened to symbols of ‘honour killings’ and gender oppression, ignoring both its cultural resonance and the cruel reality that these women had lost their husbands in cold blood. For years, India’s ‘secular’ commentariat nurtured a preordained binary: the Congress may be flawed but was at least ‘secular’ while the BJP was an inveterate ‘fascist.’ Thus, the 2002 Gujarat riots are always focused upon but the Congress-backed pogrom of the Sikhs in 1984 is either downplayed or rationalised. Terrorism in Kashmir is tragic, but state retaliation is ‘jingoism.’ A strong Muslim voice in government is ‘tokenism’ but its absence is ‘exclusion.’ Even journalistic rigour is selectively applied. When Pakistan claimed to have downed Indian jets, some Indian outlets rushed to amplify the story before verification, inadvertently echoing enemy propaganda.


Dissent is vital in any democracy. But when its becomes indistinguishable from disdain, when editorial choices are dictated by ideological conformity, then the press becomes a caricature of itself. Ironically, many of these journalists enjoy robust free speech and loudly lament India’s supposed slide into ‘fascism’ from the safety of their X handles. Yet they turn a blind eye to Putin’s repression, Erdogan’s purges or Xi Jinping’s camps. In their eyes, Modi remains the greatest threat to democracy even as they broadcast their outrage freely, without fear of censorship or reprisal. ‘Operation Sindoor’ was a statement of cultural self-confidence. That confidence has rattled those who have spent their careers gatekeeping Indian discourse. Today, their monopoly is over. The people are watching and they no longer believe that the emperor has clothes.

Comments


bottom of page