The need to influence others when you don’t have formal authority over them is a common challenge in today’s complex work environment. Leading a cross-functional project team, being in a leadership role for an association, running a global business unit. All these roles require the set of skills that enable you to influence others when you don’t have the “positional power” that comes with being the boss.
To influence means to have an effect on the behaviors, attitudes, opinions and choices of others and because no leader can achieve success alone, it’s a skill every leader needs. Some ability to influence comes with your position or title. Your direct reports pretty much have to do as you say, but what do you do when you need the help and support of people who don’t directly report to you?
That is where Influencing without Authority (IwA) comes in. Also known as “Lateral Leadership,” IwA is the ability to get others to do what you want and need them to do when you DON’T have official control over them.
IwA is not just one skill, it requires a set of soft skills that along with knowledge and experience can help you get things done with and through others when you lack direct authority over them.
Of the many skills you can find listed as necessary to Influence without Authority, they mostly fall into one of the following four buckets:
Build and nurture relationships
Cultivate a strong network
Operate with a high level of Emotional Intelligence (EQ)
Communicate, communicate, communicate
Relationships:
There is power in relationships. You can’t influence people without being in some level of relationship with them. Ask people what they care about, what their goals are. Find out what motivates them, and how they like to work.
Another thing you want to discover is common ground. Finding common ground with others helps build deeper and more solid relationships. The better you know someone, the more you can predict reactions and attitudes and the more likely you are to be able to make them want to work with you.
And this is key: build relationships when you need them, and nurture them all the time. Always be seeking ways you can assist others. When we support others without expecting anything in return, they are much more likely to offer their support when we need it.
Networks:
Networking is about who you create relationships with. Building a strong network requires considering people outside of your immediate bubble and both inside and outside of your company. This could include peers, other leaders, customers, suppliers, and industry experts. A key part of any network is individuals who can act as allies. Allies may be mentors or people higher up the chain of command who believe in you, want to support your mission, and whom you know you can rely on.
EQ:
Being successful at IwA requires a flexible mindset and a high level of emotional intelligence. There is no place for an ego heavy, “my way or the highway” mindset. Create a culture of openness by applying a consultative approach. Ask people for their opinions about the initiative you are working on. Gather both their ideas and their reactions to your own ideas. This will go a long way toward gaining cooperation and support.
Communication:
Communication is critical to every interaction when you must influence without authority. Two communication skills are particularly crucial to IwA: Active Listening and Storytelling.
Active Listening:
Active listening is often defined as listening so others feel heard. In IwA, how you listen is far more important than how you speak. Don’t get me wrong, speaking well is also important, but listening attentively can help you to…
Build personal credibility, which engenders trust.
Understand another person’s perspective, which allows you to uncover common ground.
Demonstrate that you have an open mind and sincerely want to learn from others.
Sometimes referred to as Radical Listening, Active Listening is listening to understand, not to figure out what you need to say next. It’s about asking questions with an attitude of curiosity and a true desire to know what the other person thinks and why, how they feel, and what they need.
Storytelling:
Stories are the best way to make your case and to illustrate your desired outcomes. Using story to put your case forward can create connection, ignite passion in others, and motivate them to act. You can also use story to show colleagues not only how the organization will benefit from your initiative…but also how they will benefit. Be explicit about what’s in it for them.
A few other communication tips to help you influence without authority include:
When you speak, communicate clearly and impactfully. Use expressive, colorful language, metaphors and analogies to get your point across. Choose your words carefully. Use vocabulary your interlocutor will understand and relate to.
Be consistent and thoughtful in what you say and respect the other person’s communication style. Some people like small talk, while others want to get down to business.
Be humble and vulnerable when explaining what you need from them and why. Highlight the strengths they have that can fill any gaps you may have.
Communicating when trying to Influence without Authority takes extra time and effort, imagination and patience. But if you make the effort you will find it pays off.
Think about a recent situation where you needed to influence others whom you didn’t have formal control over, and weren’t successful—what could you have done differently? Reflecting on these moments can help you become more aware of the skills you might need to work on.
I’d love to hear your thoughts. Share your experience with IwA in the comments below.
P.S. There are more skills that go into IwA, including negotiation and the art of persuasion itself, which we’ll cover in upcoming blog posts.
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