I usually conduct board training with my friend David Mutabanura. He usually tells a story about power dynamics. The story goes that the new Executive Director walked into the office with authority. The title was clear, and the job description was well-defined. But when the Managing Director left for a two-week trip, reality hit hard, and she had no idea how the company worked.
Suppliers needed payments, key stakeholders required engagement, and files were buried in a bureaucratic mess. She was lost.
Then, from the shadows, the office messenger stepped in.
He knew everything, like which invoices were problematic, which suppliers were critical, and how the MD preferred things done within two days. Then, the company ran smoothly, not because of the ED but because of the messenger.
David Mutabanura asks: “During that period, who was the real MD?” The answer is obvious. The messenger was in charge.
This is the unspoken truth about power in organizations. Titles deceive. Real power sits in the hidden faces of an institution but those who know how things work, even if they hold no formal authority.
The flaw in recognition programs
Companies love recognition programs like Employee of the Month, Annual awards, and Performance bonuses but most of these programs fail to drive real motivation.
Why? Because they recognize the visible performers, not the hidden enablers.
- Power does not always sit where titles exist. Like the office messenger, the real impact often comes from those who work in the background. Yet, recognition programs reward those who make noise, attend endless meetings, and present flashy reports.
- Motivation is not about trophies; it’s about value, the People want to be seen, not just ceremonially applauded. The office messenger in that story did not need an award, he needed the MD to acknowledge his value in a way that translated to influence, responsibility, and opportunity.
- Recognition without structural change is meaningless. If you celebrate employees but do not elevate them into decision-making circles, the recognition is empty. It’s like thanking the messenger while still ignoring his input when making company-wide policies.
The best way to recognize and retain top talent
Stop the superficial programs instead focus on real empowerment.
- Identify the hidden power players. Who are the people who make things move, despite their titles? These are your true assets.
- Give them influence, not just applause. Acknowledge their role in decision-making, give them access to strategy meetings, and let them contribute beyond their job descriptions.
- Pay for impact, not presence. If someone is essential to your operations, their compensation should reflect their value, not their position in the hierarchy.
True leadership is not about recognizing those in the spotlight but about shining a light on those in the shadows.
Want to build a thriving organization? Start by asking, who runs this place? The answer will surprise you.
Until next week,
Mr. Strategy
