Influencing those outside of our reporting structure comes easier to some than others.

  • A good starting point is to validate that all involved have a shared goal
  • Next, evaluate required resources ex. Skill sets, time commitments, desired results and timelines
  • Consider everyone as equals
  • Listen to what others are thinking and feeling, as well as their ideas for completing the initiative, and any perceived obstacles
  • Expect conflict (remember, conflict is simply differing opinions)
  • Use the LEAP model – Listen, Empathize, Agree and Plan.
    • Agree on tasks and task ownership, and timelines
    • Jointly complete a plan to track achievements and “misses”
  • If the project has a champion, or if you have a mentor, request they review the plan for enhancements

Collaboration and cooperation are musts. We need to understand and leverage past relationships and experiences, as well as attitudes and beliefs.

All silos need to be torn down, and we need to take the time to understand what everyone brings to the table. What are the individual strengths? Where do people feel they add the most value? What do they enjoy doing?

Communication is also a priority. There are two different styles that are used in influencing others:

  • Openness in communication
  • Consideration for others

Our level of openness dictates how willing we are to share our experiences, our thoughts, and our emotions. (In contrast with volunteering minimal information).

Consideration is displayed by our willingness to accept and respond to others in the way they prefer, which may differ from our own preferences.

Obtaining results is good, but building lasting relationships is better. Take time for team and one on lunches, and maybe an after work social event, and make the time to create a work culture that helps everyone thrive.

Do you effectively “influence without authority”?