Whether you’re managing up (your boss), managing across (your peers or cross-functional stakeholders), or managing your direct reports, influencing others is key to navigating complex organizational environments and a requirement in leveraging your value.
Yet, many experienced leaders feel flummoxed or flat when their efforts to move the ball forward are thwarted by others with different priorities.
If this resonates for you, check yourself on the following three ways to fortify your influence.
1. Make and keep connection front & center.
This can be difficult for high-achieving leaders, who love nothing more than to check the box. Garrison Wynn said, “People buy from people they trust, and they trust people they like.” This doesn’t mean to be superficially friendly or manipulative. Connecting at a personal level builds trust and frankly makes working with others a lot more enjoyable.
If you’re able to make a personal connection, you’re likely able to understand what drives the other person, and what obstacles they are encountering. It’s the nexus of strong relationships and at the heart of emotional intelligence. In hybrid work environments, making personal connections requires more time and intentionality.
2. Mutually assess the will AND the way.
The first step is to identify mutual goals and align on what constitutes a “win.” Stacking hands demonstrates the will to get ‘er done.
What happens, though, when the person you depend on to complete a task is overwhelmed with other commitments? What tends to happen is a lot of hounding, ill will, and avoidance. Consistent check-ins go a long way to understanding the obstacles for that person. Does she have the ability and resources to deliver (the way)? If not, your role as a leader is to help that person remove the barriers.
3. Gain agreement on accountability norms.
One of the most often overlooked tools in the leadership toolkit is setting norms on how to hold others to account for commitments.
What happens when a deadline is missed? What happens when the work product is inaccurate or does not meet expectations? How will such occurrences be communicated and to whom? What will be escalated and to whom?
Setting norms sometimes feels too structured or formal for some leaders. If norms are not established at the get-go and reinforced throughout a project, however, you are left with a flimsy framework for influencing behavior.
Indeed, influencing others, even when you have inherent authority, requires time and intentionality. It’s a lifelong practice.
Not only is influence a precursor to and requirement for managing and leading others, but it’s also a super important ingredient to scaling your contribution and impact. Successfully wielding influence is a key differentiator and essential to maximizing your leadership value.
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