Latest / The Internal Move Podcast with Fexingo: Lateral Roles, Internal Transfers, and Staying at Your Company / How Internal Transfers Reveal Your Company Real Power Structure
Transcript
- Lucas: You know how when you're considering an internal transfer, everyone tells you to network, find a sponsor, build a case? That's all good advice. But I think there's something more fundamental you can learn from the process itself. Luna: What do you mean by more fundamental? Lucas: The transfer process is actually a map of your company's real power structure. Not the org chart, not the title hierarchy, but who actually makes things happen. And if you pay attention, you can see exactly where influence lives. Luna: That's a really interesting framing. So the path you take to move roles reveals who the real decision-makers are? Lucas: Exactly. Let me give you a specific example. I worked with a marketing coordinator at a mid-size tech firm who wanted to move into product operations. On paper, the product VP should have owned that decision. But during the process, she noticed that every time she got a verbal yes from the VP, she'd then get redirected to the COO's chief of staff for a 'quick alignment check'. That check always took two weeks and always resulted in minor changes to the role's scope. Luna: So the COO's office was the real gatekeeper. The VP had title authority but not budget authority. Lucas: Right. And that pattern — the rubber-stamp approval that's not a rubber stamp — is the single biggest signal of where power actually sits. If you're transferring and you see that multiple people can say yes but only one person's yes sticks, you've found your power center. Luna: That's a pretty practical insight. It also tells you who you should be building a relationship with if you want influence down the line. Lucas: Exactly. And it works the other way too. If you get blocked by someone who technically isn't in your chain of command, that tells you they have informal veto power. That's valuable data. Before you commit to a new role, you want to know if there's someone off the org chart who can kill your initiative later. Luna: That reminds me of something I've seen. A friend in finance tried to transfer from corporate FP&A to a business unit role. The business unit head said yes immediately, but then HR kept stalling. Turned out the CFO's office had an informal policy of not letting FP&A people leave unless they had a replacement trained. That wasn't written anywhere. Lucas: Classic hidden veto. And the transfer process exposed it. Now, this is actually a good moment to mention something. If conversations like this help you think more strategically about your career, and you value that they're ad-free, listener support is what keeps them that way. You can find us at buy me a coffee dot com slash fexingo. No pressure, just a note for anyone who finds these insights useful. Luna: Yeah, it's a small way to keep the show going. And it really does make a difference. So back to the power structure — what are the specific signals to watch for during a transfer? Lucas: There are three big ones. First, who approves the budget? Not just signs off, but actually has discretion over the headcount or salary band. If you're moving from one department to another, find out whose P&L you'll be on. That person has real power over your role. Luna: Second? Lucas: Second, who gets consulted? Not who has to approve, but who is asked for their opinion as a courtesy. If the head of engineering is always copied on transfer discussions for product roles, even when the move is in a different function, that tells you they have influence beyond their domain. Luna: And the third signal? Lucas: Who proposes the terms. When you're negotiating start date, level, or comp, who actually suggests the numbers? If your future manager says 'we can offer you X' but then goes to check with someone else before committing, that someone else is the real decision-maker. I've seen cases where the hiring manager had to get approval from a senior director who wasn't even in the same building. Luna: So the transfer negotiation itself reveals the hierarchy. That's a really concrete way to read the room. Lucas: Exactly. And it's not just about who has power now. It tells you about the future. If you're moving into a role where your success depends on resources controlled by someone outside your chain of command, you need to know that upfront. Otherwise you might walk into a situation where you're constantly blocked. Luna: I think a lot of people focus only on the role itself — the responsibilities, the team, the title. They don't think about the decision architecture around it. But that architecture is what determines whether you can actually do the job. Lucas: That's exactly right. So the question is: how do you systematically observe this during a transfer? One method is to keep a simple log. Every time you have a conversation about the transfer, note who said they'd support it, who actually moved it forward, and who seemed to have the final say. After a few weeks, patterns emerge. Luna: And you should also pay attention to who doesn't respond to emails or who delegates to someone junior. That can be a signal of disinterest or lack of real authority. Lucas: Yes. Silence is a signal too. If a senior leader never replies but your transfer goes through anyway, they're probably not a gatekeeper. But if a mid-level manager consistently delays or asks for more information, they may be the one with the real hold. Luna: So it's like mapping the organization through transaction flow. Every approval, every delay, every redirection tells you something. Lucas: Exactly. And once you've mapped it, you can use that knowledge. Not to play politics in a manipulative way, but to understand where to invest your relationship-building energy. If the real power lies with the COO's chief of staff, then you want to find ways to add value to that person, not just your direct manager. Luna: It also helps you decide whether the new role is actually set up for success. If the person with budget control is known for cutting projects, you might be stepping into a vulnerable position. Lucas: Right. I had a client who transferred into a new product team only to discover that the person who approved her headcount was the same person who was about to be laid off. Three months later, that person was gone, and her role was re-evaluated. She ended up being let go in a restructuring. If she had read the power signals during the transfer, she might have hesitated. Luna: That's a tough lesson. But it shows how the transfer process is really a due diligence exercise for your entire future at the company. Lucas: Exactly. So let me offer a few practical steps. Before you accept an internal transfer, identify the three key approvals: budget, scope, and level. For each one, ask yourself: who actually decides? If you don't know, ask. Not in a confrontational way, but as part of your curiosity about how the new department works. Luna: What's a good way to ask without sounding like you're challenging authority? Lucas: Something like: 'I want to make sure I understand how decisions about the role are made. Who typically signs off on the final offer?' Or: 'Who do I need to make sure is aligned so that my start goes smoothly?' That frames it as wanting to be helpful, not as questioning power. Luna: That's smart. It also signals that you're thoughtful about organizational dynamics, which can be a positive signal to the hiring manager. Lucas: Absolutely. And once you have that map, you can also use it to accelerate your impact after you transfer. If you know who the real influencers are, you can prioritize building rapport with them early. That can make your first ninety days significantly smoother. Luna: So the transfer isn't just a move — it's an intelligence-gathering mission. You're learning how the organization actually works. Lucas: Exactly. And that intelligence is valuable no matter what you do next. Even if you stay in the role for years, understanding the power structure helps you navigate, advocate for resources, and protect yourself when things shift. Companies change, leadership changes, but the informal power structure is often more stable. Luna: I think that's a really empowering way to think about a transfer. Instead of just a job change, it's a chance to read the wiring of your company. Lucas: That's the takeaway. Next time you're considering an internal move, don't just focus on the role. Focus on the approval trail. It will show you where the real influence lives. And that knowledge is worth more than any title bump.