Who’s really in charge? One of the most critical steps in executive onboarding is building relationships with the most important stakeholders. Richard Anderson has to map those stakeholders at Amtrak. And if he doesn’t deal with the one that is more powerful than a locomotive, the light at the end of his tunnel will be an oncoming train. Here’s a hint for Anderson. The guy really in charge isn’t even on the board. He’s the shadow board member directing board member Elaine Chou.

Anderson has to deal with his new boss by 1) recognizing who he is, 2) influencing the critical long-term strategic decision and then 3) implementing that choice.

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