Lead without authority. Get things done through people who don't report to you.
The Nature of Influence
Influence is leadership without authority. In modern organisations, you spend most of your time trying to move people who do not work for you. Get good at this or stay stuck.
| Authority | Influence |
|---|
| Based on position | Based on relationships |
| Commands compliance | Inspires commitment |
| Works short-term | Works long-term |
| Limited scope | Unlimited scope |
Building Influence
The Currency Model
Influence works through exchange: "currencies" you trade.
| Currency Type | Examples |
|---|
| Inspiration | Vision, meaning, purpose |
| Task | Resources, assistance, support |
| Position | Recognition, visibility, connections |
| Relationship | Understanding, acceptance, friendship |
| Personal | Gratitude, ownership, self-worth |
Key insight: give what they value, not what you value. Influence breaks when you offer them what you would want.
Building Influence Capital
| Action | Currency Gained |
|---|
| Deliver results | Credibility |
| Help others succeed | Goodwill |
| Share information | Access |
| Make introductions | Network value |
| Show appreciation | Relationship |
| Keep confidences | Trust |
Influence = Credibility + Relationships + Track Record
Credibility
Components of Credibility
| Component | How to Build |
|---|
| Expertise | Know your stuff, stay current |
| Track record | Deliver results consistently |
| Integrity | Keep commitments, tell truth |
| Objectivity | Fair, not self-serving |
| Reputation | What others say about you |
Building Expert Credibility
| Action | Impact |
|---|
| Develop deep expertise | Become go-to person |
| Share knowledge generously | Build reputation |
| Stay current | Remain relevant |
| Publish/present | Demonstrate expertise |
| Admit limits | Shows honesty |
Credibility Mistakes
| Mistake | Impact |
|---|
| Overpromising | Disappointment erodes trust |
| Self-promotion | Looks desperate |
| Taking credit for others' work | Destroys goodwill |
| Breaking confidences | Never trusted again |
| Faking expertise | Quickly exposed |
Relationship Building
Strategic Networking
| Type | Purpose |
|---|
| Operational | Get current work done |
| Personal | Support, friendship, wellbeing |
| Strategic | Future opportunities, influence |
Most people overweight operational and underweight strategic. The bias compounds. Fix it now.
Relationship Investments
| Investment | Return |
|---|
| Regular contact | Stay connected |
| Genuine interest | Deeper relationship |
| Help without asking return | Goodwill |
| Remember important things | Shows you care |
| Introduce to others | Network value |
Navigating Politics
| Reality | Approach |
|---|
| Politics exist | Accept it |
| Some play dirty | Take the high road |
| Relationships matter | Build them |
| Visibility matters | Do good work and be seen |
| Allies help | Build your coalition |
Key Stakeholders
| Stakeholder | Focus |
|---|
| Your boss | Understand priorities, deliver value |
| Peers | Collaborate, don't compete |
| Your team | Develop and support |
| Key influencers | Build relationships |
| Decision-makers | Understand their perspective |
Persuasion Techniques
Cialdini's Principles
| Principle | Application |
|---|
| Reciprocity | Give first |
| Commitment | Start with small agreements |
| Social proof | Show others doing it |
| Authority | Cite credible expertise |
| Liking | Build genuine connection |
| Scarcity | Highlight unique value |
Framing
How you present information matters as much as what you present. Same fact, different frame, different answer.
| Frame | Effect |
|---|
| Gain vs. loss | Loss is more motivating |
| Their priorities | Connect to what they care about |
| Numbers vs. stories | Both matter, use appropriately |
| Problem vs. solution | Lead with solution |
Stakeholder Analysis
Before trying to influence:
| Question | Why It Matters |
|---|
| What do they care about? | Speak to their priorities |
| What pressures do they face? | Understand their context |
| What would help them? | Align your ask |
| Who influences them? | Work the network |
| What concerns might they have? | Address objections |
Making Your Case
| Element | Purpose |
|---|
| Start with shared ground | Build rapport |
| Connect to their priorities | Show relevance |
| Present your idea | Clear, compelling |
| Provide evidence | Build credibility |
| Address concerns | Handle objections |
| Make the ask | Be specific |
Influence Across the Organization
Influencing Up
| Challenge | Approach |
|---|
| Limited access | Make every interaction count |
| Different perspective | Understand their view |
| Power differential | Bring value, not problems |
| Time constraints | Be concise |
Key: understand what your boss's boss cares about, and frame your asks in those terms.
Influencing Peers
| Challenge | Approach |
|---|
| Competing priorities | Find mutual benefit |
| No formal authority | Build relationship |
| Busy schedules | Respect their time |
| Different goals | Align on shared outcomes |
Key: give before asking. Build relationship over time. The first ask is rarely the right time.
Influencing Down (Beyond Authority)
| Challenge | Approach |
|---|
| They have to comply anyway | Earn genuine commitment |
| They may not share vision | Connect to their motivation |
| They may disagree | Listen, explain, decide |
Key: authority gets compliance. Influence gets commitment. You want the second.
Cross-Functional Influence
| Challenge | Approach |
|---|
| Different priorities | Find common ground |
| Different languages | Learn their vocabulary |
| Different culture | Adapt your style |
| No shared boss | Build direct relationship |
Difficult Influence Situations
When They Disagree
| Approach | How |
|---|
| Seek to understand | Ask about their concerns |
| Find common ground | What do you agree on? |
| Present evidence | Facts, not opinions |
| Involve third parties | Who do they trust? |
| Find alternatives | Different path to goal |
When You're Blocked
| Strategy | When to Use |
|---|
| Go around | They're unreasonable |
| Wait | Timing is wrong |
| Escalate | Legitimate last resort |
| Compromise | Partial win is okay |
| Let go | Not worth the capital |
When You Have Limited Power
| Resource | How to Use |
|---|
| Expertise | Be valuable |
| Information | Share generously |
| Relationships | Tap your network |
| Effort | Outwork others |
| Creativity | Find alternatives |
Developing Influence Skills
Self-Assessment
| Question | Insight |
|---|
| Who comes to me for advice? | Where I have credibility |
| Who do I have trouble influencing? | Where to develop |
| What do I offer? | My currencies |
| What do I need from others? | What to request |
Development Actions
| Action | Outcome |
|---|
| Map your network | Identify gaps |
| Build relationships intentionally | Expand reach |
| Deliver consistently | Build credibility |
| Help others generously | Create goodwill |
| Practice persuasion | Develop skill |
Key Takeaways
- Influence is leadership - Authority is just one source of power
- Credibility is foundational - Earn it through expertise and integrity
- Relationships are currency - Invest in them constantly
- Give before you ask - Build the bank account
- Understand their perspective - Speak to what they care about
- Politics are real - Navigate, don't ignore
- It takes time - Influence is built over years
Next Steps
Continue to 09-culture.md to learn how the culture you tolerate becomes the culture you have.