Influence is the ability to persuade someone to think or act in the way you want.

After sitting in rounds and rounds of Succession Planning conversations over the years I’ve listened to hundreds of discussions around leadership competencies leaders do or do not seem to need to possess in order to advance in their careers. One skill that is seen as extremely critical, especially the higher up you are in an organization, is one’s ability to influence others. It’s heralded as a lynchpin competency for leaders to possess to be considered for most promotions. And while early leaders may not be judged harshly if they are still in the process of developing this skill those who evidence the ability to influence early on are often seen as being ‘high potential’ talent. These are often the individuals who will be the first to be considered for new opportunities internally, not just within their own functional area of the business but across other parts of the organization as well. 

The ability to influence is such a critical skill that it is quite ironic that anyone dare still refer to it as a ‘soft skill’. The word soft completely undermines the incredible power that comes with one’s ability to influence. Also, we mustn’t overlook the fact that those who have the ability to influence are actually the ones who have the power (even when they don’t always have the title or level most associate with power). 

When you can’t influence (and I’ve coached many leaders who are ‘stuck’ in this competency area) it makes work life and your job as a leader very difficult and not very enjoyable. Others often work around you and instead work with and through the individuals who actually possess the influence. This can make getting work done awkward, stressful, and complicated if and when you are the one being worked around. 

When you can’t influence others, it makes progress hard, on any size initiative big or small. This impacts your and your team’s ability to achieve results. Often times you are at the mercy of those who are wielding the influence and this is a less than ideal space for a leader or team to operate from.

When you don’t have influence it means your input and ideas are less likely to receive the attention or interest or support that you’d like them to. That doesn’t mean they aren’t good or important. But the ideas that are most likely to be embraced will be the ones that belong to those with the most influence.

So, what are some ways in which you can elevate your influence? Consider these key opportunities to immediately begin expanding your leadership influence and impact. 

1. Be willing to be influenced by others. 

When others are able to influence you, it demonstrates an openness on your part and leaves others with the perception that you are open to ideas beyond your own.  You give off vibes of being amenable and cooperative when you are willing to ‘go with the flow’ and support others’ ideas and thinking. This breeds good will. It also acknowledges that you aren’t the only one with promising ideas! Your willingness to be influenced makes you likeable and makes others more open to being influenced by you as well. 

2. Focus on listening more and speaking less. Seek to understand. Listen on a deeper level. Leave others feeling heard and understood.

It’s human nature to want to feel heard and understood. It fosters good will when you leave your boss, peers, and direct reports feeling this way. When you seek to genuinely understand and demonstrate curiosity it also lets others know you care about what they think and have to say and when people feel their ideas and opinions matter to you they begin to respect and trust you more. Good things come from being respected and trusted by others.

3. Nurture relationships with key stakeholders and embrace opportunities to build trust. 

Speaking of trust, as the saying goes “trust is easy to lose and hard to regain”. So, a focus on building and maintaining trust is an essential, strategic leadership strategy. People don’t want to work with or for someone they can’t trust and someone who is untrustworthy will never be able to truly influence others.  Be thoughtful and careful when navigating sensitive situations and mindful about potential trust-busting landmines that can and should be avoided.

4. Demonstrate humility, authentically.

Humility, or ‘freedom from arrogance’ is a very becoming trait. Think about the people you are willing to follow or would like to be led by. When leaders lack arrogance but yet exude confidence it’s a very inviting combination. Most of us want to be led by individuals who have confidence, not arrogance. It’s a turn-off. When a leader acts with humility they let go of their ego and embrace the bigger picture beyond their self-interests. The ability for a leader to do this draws others in.

5. Keep your commitments and help others maintain theirs.

When a leader keeps their commitments, it lends to their credibility. It’s human nature to be more open to someone’s ideas and suggestions when they are known and seen as being credible. Likewise, when a leader recognizes and respects the various commitments and priorities that others have, it helps others to feel heard and understood. It generates feelings of mutual respect. People are more likely to be influenced by individuals they respect and feel respected by.