Influencing without Authority

The Silent Leader

by Silvia Calleja de Röpke

Image: splash koen emmers

In this section, we address the challenge of influencing others without formal authority. We explore the limitations of positional power, emphasizing the significance of personal powers, such as the power derived from knowledge and skills. Trust and purposeful networking are highlighted as alternative paths to fostering positive relationships beyond formal authority.

A recurring query from our coaching clients revolves around the challenge of influencing others in the absence of formal authority.

When we think about influence, we often associate it with leadership and more importantly, with positional power. By this, we mean the power associated with one’s official role or position within an organization. Years spent in traditional hierarchical organizations have taught us that influence mostly happens in a top-to-bottom cascade, where people feel compelled to follow directions in a command-and-control framework. Often, leaders rely on their position and use rewards or coercion, to move people in a certain direction, akin to orchestrating the coordinated dance of a group, even as various influences subtly shape the collective rhythm. These methods are inherently limited and, at best, yield compliance rather than authentic commitment. Therefore, it is not surprising that leaders often express concerns about the lack of motivation and ownership among their team members when it comes to bringing new initiatives to life.

If positional power is seldom a foundation for commitment, then, what is it that can help leaders and for that matter anyone from trying to bring change to the organization to successfully engage people?

This is where personal powers come into the picture. When we speak of personal powers, we are addressing the influence that operates beyond the formal organizational structure. This form of influence can be very powerful, allowing individuals to garner support without depending solely on a formal title.

One aspect of personal power refers to a form of influence that stems from an individual’s knowledge, skills, and expertise in a particular subject or field. That is what we call expert power. If you earn a reputation as an expert in a specific matter, people will perceive you as credible and competent, and will more likely follow or trust your opinions or recommendations. However, knowledge alone is not enough to influence people: you need the willingness to share your expertise generously, actively contribute with your ideas to shape outcomes, and eventually mentor your peers in your field of knowledge, so that they can start helping themselves.

Moreover, trust is a critical component of expert power. Colleagues and team members are more likely to trust and follow someone who not only has a track record of competence but also interacts with honesty, and reliability. Someone who has the purpose of the organization in mind, instead of pushing their personal agenda.

“Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has.”
Margaret Mead

Establishing trust and nurturing positive relationships can wield as much, if not more, influence than relying solely on formal authority. In our previous newsletter editions, we’ve explored various ideas to kickstart the journey of building stronger connections. Now, if you’re looking to broaden your sphere of influence, we encourage you to delve into purposeful networking.

Initiate this process by cultivating authentic and sincere relationships with peers, colleagues, and other stakeholders, placing a strong emphasis on delivering value. While relationships naturally take time to mature, your willingness to share ideas is pivotal, often leading to the development of trust and reciprocal support. Beyond creating allies and securing early commitment for your ideas, sharing your thoughts within your network also proves advantageous for you during the idea refinement process. By embracing diverse perspectives and seeking input, you not only gain valuable insights to tackle longstanding challenges but also get a deeper understanding of the root causes of the problem you are trying to solve.

So why not start engaging with people to move away from complaining about what is wrong or does not work and instead start thinking creatively about what is possible?

Finally, but certainly not least, actively pursue diversity within your network. It is a natural inclination to gravitate toward like-minded individuals, a phenomenon commonly known as confirmation bias. However, succumbing to this bias not only confines our ideas by robbing them of the potential to benefit from diverse perspectives that might challenge our thinking but also diminishes the likelihood of finding allies for our initiatives across various organizational domains.

We encourage you to consciously and proactively seek connections outside your department, area of expertise, or background. Embracing diversity within your network not only enriches your perspectives but also opens doors to unique opportunities and collaborations across the organization.

The Challenge for the next 14 days

Before we delve into acquiring tools for influencing without authority, we encourage you to take the initial step by reflecting on how you show up when seeking to influence others. Consider the following questions as prompts for your introspection:

• How frequently do you or your supervisor resort to rewards or coercive measures to secure buy-in for decisions? What are the advantages and disadvantages associated with relying on such approaches? (Consider the speed to achieve compliance, repercussions on short vs. long-term commitment and sense of control, and the impact on motivation, creativity, and innovation).
• Under what circumstances or situations do you choose to engage in bartering or quid pro quo arrangements rather than seeking straightforward commitment from others?
• What would be a better way to get the support of other team members?
• If you are already a positional leader, how can you blend positional and personal powers to leverage your impact?
• If you are not a positional leader, which first steps can you start taking to establish yourself as an expert in your field?
• How much are you willing to help your team members without expecting anything in return?
• What do you complain mostly about in your organization? How are you contributing to the situation? If everything was possible, what would be different? How can I proactively initiate this change?
• How can you start collaborating on projects within your organization to network with people from different backgrounds? Join a project with this goal in mind and start noticing what happens!