Guide to Understanding Organizational Charts (and the Hidden Dynamics)

Are They Really Like Family Trees?

March 11, 2025

When you start a new job or transition to a new role, one of the first things you’ll likely encounter is an organizational chart. You know the kind – a neat diagram of names and titles, boxes connected by straight lines. The boxes and lines are supposed to show clear relationships between all the collegial coworkers and how they operate as a cohesive unit to achieve the goals of the company. But this is rarely the case. Underneath the neatly drawn relationships on paper lie special dynamics that are important to understand.

When my daughter got her first job, she told us about her Work Family tree – the diagram that depicted her work Dad (her boss, not my replacement) and her aunts and cousins. To be fair, a classic org chart does resemble a family tree: person A “begat” person B, who manages person C, and so on. The great-great grandmother sits atop the chart ruling with the wisdom and experience of a great matriarch. This is a neat analogy (which persists when we discuss work at home), but just like family dynamics, what happens in companies is often not evident from the boxes and connecting lines. Underneath that tidy structure lies a web of influence, power, and relationships that can impact your career more than you might realize.

Let’s break down what org charts really show, what they don’t, and how you can use them to succeed in the workplace and navigate your career strategically.

Why Do Org Charts Look Like Family Trees?

Both org charts and family trees serve a similar purpose: they map out relationships, clarify roles, show some history and attempt to create some order. In families, these charts tell us who’s related to whom and where authority flows (grandparents at the top, parents and kids branching downward, distant relatives to the sides). In organizations, they tell us who reports to whom, what team units exist, where decision-making power resides, and sometimes, which teams collaborate with other departments.

You sometimes have to look deeper, beyond the page to learn more about how things really get done. Just like your quirky aunt who doesn’t sit on top the family hierarchy but somehow calls the shots, organizations also have hidden power players. Your org chart might show you titles and direct reporting relationships, but it doesn’t show you influence and indirect power. Understanding these subtle (and sometimes not-so-subtle) dynamics can help you become more effective.

Tips on Reading Between the Lines (and Boxes) of your Org Chart

1. Check out the Reporting Lines

Take a step back to examine how the org chart is set up. Determine if your company is hierarchical or flat. Does your company thrive on having a relatively few senior leaders who make decisions, or are there multiple managers with broad spans of control? The structure of the organization will help you figure out to what degree power is concentrated or dispersed. You’ll also have to look out for special circumstances like dual reporting (someone has two bosses!), dotted line reporting (someone has an official boss and an unofficial boss!) and matrix structures (someone has different bosses for different projects!). Ask these questions about the formal structure:

Who reports to whom?
How many layers separate you from the top leader (CEO, VP, or department head)?
Are all the lines solid lines? Are there are any ‘dotted line’ relationships? How about Matrix Reporting?
Are there clusters of power? For instance, does one team have significantly more people or resources than others?

2. Identify the Connectors

Now dig a little deeper. There are other structures and teams that are not included on the official org charts. Most companies have other decision-making and operational committees and teams to move the business forward. Layer in these groups as you decipher your organization:

What structures exist beyond the org chart? Are there working teams or governance committees? Who leads those groups?
Where is the cross-departmental influence? How are “shared services” distributed? For example, does Finance have its own structure, or are finance colleagues dispersed throughout operating units?
How do departments work together? Are there departments who don’t report up through the same managerial line who must collaborate to achieve their objectives?

3. Seek the Hidden Influencers

Titles don’t always equal power. There are employees at all levels of the organization who are advisors, mentors, networkers and decision influencers – even if they don’t sit at the top of the chart. Based on your observations in working meetings or around the office, try to determine:

Who does everyone turn to for guidance?
Who has the ear of the boss?
Who do people go to when they need to get something done?
Who seems to wield influence despite their title?

4. Find the Power Gaps

You should be looking at your org charts for what is included, but also for what is missing. You might notice some imbalances, missing connections or notable vacancies

Are there teams with no clear leader? Who is providing oversight and direction to these teams?
Is there a leader managing too many direct reports? Spans of influence are growing as leaders take on more work. There may be a case of divided attention.
Are there leaders who may be off on their own and somewhat disconnected from decision-makers?

Call to Action

After you’ve dissected your organization’s structure, mined the processes and governance for additional connections and determined where the holes are, you can think about what this all means for you. Here are some steps you can take to improve how you navigate through your company.

1. Create Your Network Map

Armed with the knowledge and understanding of how your company works and who has the influence and decision-making power, create your own Power Map of the key individuals who influence your world.

Decision Makers: These are the leaders who directly impact projects, promotions, and resource allocation.

Allies: People you can build relationships with, collaborate on projects, or learn from, and people may become Decision Makers in the future.

Influencers: Colleagues and other tenured coworkers who may not have formal authority, but their support can amplify your efforts.

Connectors: These collaborators may be Decision-Makers, Allies or Influencers, and they all make concerted efforts to bring people together and build support for their own ideas or important initiatives.

2. Cultivate Relationships with Purpose

Once you identify the players, you can work on building the right relationships:

Ask for advice. Decision makers, allies and influencers are all good sources of guidance. Seek their input on important projects and decisions you must make.

Connect with peers.Colleagues at your level and colleagues who are new to the company can be valuable allies as you grow together.

Build trust.Follow-up with your connections and look for opportunities to support their work.

3. Position Yourself as a Connector

Connectors bridge teams, share information, and enable collaboration. You can become a connector on your way to positions of increasing influence and decision-making. Seek opportunities to participate on cross-departmental projects, work with new colleagues in your own department and colleagues in other departments to give yourself exposure to new people and new experiences. You will be able to share your own knowledge and expertise and build trust with your team members. Over time, your network will grow, and you might find yourself in a position to introduce people who could benefit from knowing each other and create new, meaningful connections. You’ll be able to increase the value you bring to your role and to the company, while building your own influence.

The Test of Time

Family trees stand the test of time, but they do evolve and grow over time. The same is true about organization charts There are shifts in leadership, creation of new roles and titles, and creation or destruction of departments. But relationships endure and understanding how important it is to manage relationships will provide a foundation for job success and career growth. Use your org chart to create your roadmaps to influence, power, and opportunity. Learn how to read between the lines to spot connectors, uncover the hidden influencers, and identify where you can add value. These steps will help you determine who you want to sit next to at the next Family Reunion… or company meeting!