Influence: What is it? How does it work?

One of the top deficits that executives seek out coaching for is influence: what it is, how to get more of it, and how to use it effectively. Particularly as many organizations like Patagonia and Buurtzorg are adopting less hierarchical management structures, it’s more important than ever before to rely on informal relationships to get things done.

The problem with this, of course, is that authority doesn’t really mean what it used to, and the resulting murkiness of many company dynamics means that it’s easier for women to get shortchanged. However, there is also an opportunity here, as research shows that women are more relationship-oriented and therefore have a strong platform for success.

Understanding Influence

Although it isn’t something we usually talk about, influence is best defined as the ability to have effects on other people’s behaviour, thinking, or even character. We often describe people as being positive or negative influences, usually because they inspire or encourage others down a particular path. In a business context, however, having influence means being able to accomplish objectives on behalf of your company and yourself.

For example, an influential salesperson will be able to get ahead of bidding procedures by having strong relationships with the client stakeholders. Particularly through providing insight and value in the early-stage conversations, it is possible to guide clients through their planning process and influence how the bidding process is done. In some cases, this means establishing a loose correspondence before the client is even in the buying process, which is why you will always meet salespeople at networking events.

But what do these informal relationships look like?

In some cases, it may be something as simple as an email with a link to an article that would be relevant to the other person in an effort to keep the relationship warm. It might be running into someone at a local event and buying them a drink to gain a conversation.

Within companies, influence looks like occasional check-ins from managers and skip-levels, even just to keep in touch with how everyone is doing and feeling. It’s no secret that many of the most revered CEOs of all time made it a point to remember people’s names and life stories.

This is influence.

Having Influence

One of the easiest metaphors for influence is a bank account. Although it may feel a little transactional, every time you do someone a favour, you have a deposit in that account. When they do something for you, that’s a withdrawal. You can’t necessarily force withdrawals on demand, and this arrangement is never verbalized unless someone is being called out, but the informal relationships we have with people work a lot like this.

This means that in order to have influence, you are going to have to do a lot of groundwork ahead of time. Building relationships, establishing trust, and demonstrating generosity takes months, if not years, depending on the level of influence you want to have.

Aside from generosity, research also shows that people who radiate safety are more likely to be influential. For example, if one of your employees comes to you with a problem, do you focus on the solution or do you focus on whose fault it is? Taking the second approach means that nobody will tell you about a problem unless they absolutely have to, which reduces the visibility you have within your organization, drains your relationship bank accounts, and robs you of influence.

Using Influence

It could be said that the difference between authority and influence is the difference between a push and a nudge. Finding strategic and subtle ways to influence people without being pushy can be tricky, but it could be as simple as sharing a positive book review with a colleague, or offering to brainstorm with someone from another department on a project they need help with.

Influence doesn’t work like authority at all, which makes it much harder to master. For example, even if someone likes you a lot, you can’t necessarily tell them what to do. You have to figure out how they like being communicated with, what their goals are, how they’re trying to accomplish those goals, and how your nudges will not only make sense to them, but the nudges will feel like they’re beneficial.

One example of building influence would be to make sure you have a strong relationship with as many stakeholders as possible before you give a presentation. Ensuring that people are warmed up to both you and your message — and demonstrating care beforehand by making “deposits” into the relationship — are very necessary for success in the boardroom. Habits like these will make it easier for you to pitch projects, easier for you to win support from colleagues, and easier for you to negotiate changes to projects or proposals when you need to.

Who has Influenced You?

Reflect on a time when you have been influenced by someone (for something as simple as a book or movie recommendation, or with a more high-stakes problem such as a personal or business crisis). What made you trust this person’s influence? How can you emulate that same energy to those around you?