How do you promote an agenda when you don’t feel like you have an official, acknowledged position to do so?
I’ve recently noticed this strange struggle within two organisations I’m working for as well as within myself. I suspect a lot of this comes down to questions of authority — in particular, how it plays out in an environment where work is both highly specialised and open for debate, where both freedom and others’ input are valued.
We’re not exactly lacking in practical experience (or management literature) on how to run processes or specific services — or how to foster a culture that’s more collaborative, or better at problem solving. What I’m interested in is the experience of authority, what it tends to rely on… and whether my current perception of it, whatever it might be, is something that should evolve.

Figuring out some answers might help with these objectives:
- Thriving in a fast-paced, dynamic environment where your success depends on getting others to take action but your agenda isn’t exactly the only, or most pressing one on their plate
- Building more autonomous teams (and individual growth) where leadership is fluid, given and taken as the situation requires… a model that goes hand in hand with more formal power structures and visible authority figures, with everyone involved learning new dynamics along the way
- Mentoring someone, or taking ownership of a new area even when you don’t have it ‘all figured out’ yourself
Are you ready to explore authority — and to question the emotions and behaviours you expect to go with it?
I might not have a single theory to fix it all, or a practical tip to try out in any specific situation… but I do suspect these are some of the pitfalls to look out for:
Decision anxiety — Feeling hurried and uncertain… or simply disagreeing with a decision somebody else has made. This makes it easier to mix up getting input and acknowledging it properly vs. making a decision. Or mixing up the things people can and should try out on their own (and with their closest associates) vs. something that ‘the higher ups’ (or specialists in another unit, or a whole collective) need to take a stand on. For the latter, anxiety is also tied to the timeliness of a decision that’s not exactly up to us. Is the work we do now future-proof, are we doing it right, will others reprimand us later?
Ego tripping— Some tiny part of yourself expecting everyone to simply follow along with your reasoning… or even a formal decision to change behaviours over night… or as a mentor, to suddenly be responsible for the success of another person’s entire career (not just their and your learning as agreed upon and explored together). Having authority means having a degree of influence, not being omnipotent or even the primary engine of the community (unless you’re into enforcing a cult of personality).
‘Realistic’ expectations — I’m all in favour for knowing one’s current limits, finding appropriate means to drive change, and recognising whether we’re addressing the real, underlying issues, but there are also those moments of letting the cynic take over and run the show.
Overlooking internal authority — It might be easier to speak up once given external signs of authority (job titles, ownership, attention, access), instead of speaking up even when you’re feeling vulnerable. To listen to an emotional response that’s saying ‘oh, that sounds great, but it’s a long way off still, I don’t immediately see a way forward, it’s going to be hard, others will be better at it, I’d rather not try than fail, to be seen failing any single time along the way’.
The struggle is real — and authority comes in many forms
To dive deeper into these topics, I have some reading materials waiting for me:
- Mastering Collaboration by Gretchen Anderson (2019)
“My inspiration for writing this book was watching well-intentioned, capable leaders say all the right things about collaboration and teamwork, only to fumble when trying to pull it off” — Gretchen Anderson
- Matala valta by Anu Kantola (2014) (if you happen to be fluent in Finnish)
“I’m especially interested in how power relies on emotions. […] Our culture has become less formal and hierarchical […] Those in power are not representatives of their institutions: a talking figure without anything of their own to say. Instead, a leader needs appear lively, excited, and passionate on a personal level. […] We, too, are expected to live a life that’s driven by individual passion and engagement” — Anu Kantola
… and there’s more, like this Medium post by Matt Russel — How to Lead When You Have No Authority (as well as when you have it).
Hi. I’m a service designer working in an agency that bridges strategy and execution. This post is part of my quest of figuring out what being a lead might mean now and going forward. Feel free to suggest more resources, or share your own experience!
