When I discovered that the most influential leadership does not always come with a title
For a long time, I associated leadership with formal roles: managers, directors or executives who set priorities, make decisions and lead teams.
That view began to change when I took part in organisational transformation initiatives. These were projects involving new technologies, different processes, new ways of working and, above all, people who needed to adapt to a reality that was still taking shape.
It was in this context that I encountered some of the most influential leaders of my career. They weren’t always in leadership roles, but they were able to bridge gaps between departments, initiate difficult conversations and help others move forward.
The leadership that doesn’t appear on the organisation chart is the kind that manages to drive change
A few months ago, I took part in an initiative that affected professionals from different departments and with very different circumstances. Some people were enthusiastic, others felt uncertain, and others were still trying to understand why the change was necessary.
I had no formal authority over any of them. Even so, I needed to help all those groups move in the same direction.
I remember coming home after some particularly challenging meetings and asking myself a question:
“How can I mobilise people who have no obligation to follow me?”
Over time, I realised that this question was less about change management and more about leadership. When there is no formal authority, it is influence that drives mobilisation.
And influence does not come from insisting until you’ve convinced someone. It comes from trust, credibility and the ability to make sense of things together with others.
Change agents are the leaders who are shaping the future of organisations
Throughout my career, I have discovered that many of the people who drive transformation the most are not necessarily those in the highest positions. They are the ones who connect the dots, make sense of contexts and help teams navigate periods of uncertainty.
They are professionals who influence without imposing and mobilise without controlling.
Often, these people are agents of change. Perhaps that is why I have such deep admiration for this role.
Change agents show us that leadership is also about creating the conditions for others to understand, get involved and move forward, even when the picture is not yet entirely clear.
In a rapidly evolving environment, organisations face an increasingly significant challenge: retaining and attracting the best professionals suited to the sector’s needs. To meet this challenge, technical knowledge alone is not enough. We also need people capable of continuous learning, collaborating across departments and driving transformation alongside others.
That is why, for me, change agents represent much more than just a role. They embody a form of leadership based on influence, trust and the ability to mobilise people towards a common goal.
True leadership begins when we take responsibility for creating momentum
There is a widespread belief in the corporate world: that leadership begins when we receive a promotion. Today, I believe exactly the opposite.
Leadership begins when we take responsibility for creating momentum. When we help others understand a new path. When we turn resistance into dialogue and create space for collaboration.
At that moment, we stop relying on our job title and start to exert influence.
Perhaps the most genuine form of leadership is that which is exercised when no one is obliged to walk alongside you, but chooses to do so.
Because leading is not about having the power to direct people.
It is about inspiring them to press on when the path is still being built.
Conclusion: organisations need more agents of change and less reliance on the organisational chart
In an environment characterised by technological transformation, constant adaptation and the evolution of professional skills, distributed leadership becomes a strategic capability for any organisation. Professionals capable of building trust, connecting people and mobilising teams without resorting to formal authority are the ones who accelerate the adoption of change and multiply the collective impact.
As set out in Telefónica’s vision,“Telefónica takes on the undeniable challenge of becoming the best gateway for citizens to access digital technologies”, an ambition that requires not only technology and innovation, but also professionals capable of leading the transformation from any position within the organisation. Furthermore, the development of this leadership contributes to one of today’s major business challenges: “retaining and attracting the best professionals suited to the sector’s needs”
