Peter Linden
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Influencing without direct authority is a critical leadership skill – and when an organization is navigating periods of significant change, this ability becomes not just valuable but indispensable. The stakes are higher, people react differently, and there’s a greater need for cohesive action across the whole organization, meaning that influencing efforts need to be more strategic, empathetic, and persistent.
“In times of change, leaders who listen deeply, connect widely, and act with purpose and consistency can influence far beyond hierarchical authority.”
Effective strategies for influencing without authority
There are many different approaches to influencing with no hierarchical authority. Much of it comes down to knowing and working with your audience – tailoring strategies to suit each individual person.
Understand the landscape: it’s important to know the best places to focus on within the stakeholder ecosystem. During change, this means understanding not just formal structures but informal power dynamics, potential alternative motives, and areas of high anxiety or perceived resistance. Leaders should identify key decision makers and those most impacted by the change, and take the time to learn their concerns and motivations so they know where and how to approach things.
Connect to their needs: by understanding the landscape, it’s much easier to resonate with people’s specific interests and priorities during change. One size doesn’t fit all when it comes to influencing others: framing it through their lens means that their specific issues can be addressed. Finding common ground that connects their needs to the influencer’s ideas makes the often abstract concept of change concrete for their day-to-day.
Be a value creator: it’s much easier to buy into someone’s suggestions when they’re bringing proactive solutions and pathways forward. Leaders should position themselves as a resource rather than a critic, and frame solutions as ways to alleviate pain points not just within the organization, but for the person they’re talking to specifically.
Find advocates: by identifying individuals who share their vision or who benefit from the change, leaders can build bridges and cultivate allies. Proactively building a rapport with people develops trust, and empowers them to become champions for the change – a mindset that they can then share with others. It’s vital to build a genuine connection of mutual respect though: it's about true collaboration.
Be a reliable partner: the leader’s level of influence is directly tied to how trustworthy they are to others. By consistently demonstrating reliability, integrity, and competence, they show others that they are someone they can depend upon. Anxiety and stress are high during change, so being someone who follows through with commitments and listens to others’ feelings – both good and bad – will stand them in good stead when looking for support down the line.
What does an influential change leader need?
While the right strategies provide a roadmap for influencing during change, their successful execution hinges on a blend of the leader’s internal mindsets, consistent behaviors, and practical skills.
Clear communication and active listening: during change, information is often fragmented, and emotions run high. Effective leaders begin with a mindset of seeking to understand before being understood. This supports the practical skill of articulating ideas clearly and using strategic storytelling to make complex concepts relatable. It also supports active listening – hearing not just what's said, but also the underlying anxieties, unspoken concerns, and unaddressed needs related to the change.
Empathy and emotional intelligence: leaders with high emotional intelligence and an empathetic mindset can navigate resistance, build rapport, and foster an open environment crucial for adaptation. From this foundation, they can develop the skills to understand and manage their own emotions, and demonstrate appropriate, supportive reactions to others' feelings.
A solutions-oriented and collaborative mindset: change initiatives often uncover complex problems. Leaders who approach difficulties with a solutions-oriented mindset and collaborative behavior enable agile responses and encourage shared ownership. Beyond the practical skill of problem-solving, this means proactively seeking opportunities for constructive solutions rather than simply identifying issues, and consistently fostering collaboration by engaging diverse perspectives and valuing collective input.
Resilience and adaptability: change rarely progresses smoothly, and there will likely be responses ranging from apathy to skepticism, and unexpected obstacles. A resilient leader’s influence stems from a mindset of embracing uncertainty and seeing challenges as opportunities for growth, fueling perseverance through difficulties and setbacks. The practical skill lies in knowing how to adapt strategies and tactics as change unfolds, helping others navigate uncertainty with greater ease.
Constructive persuasion and negotiation: during periods of change, leaders who can constructively influence others toward new directions are vital for gaining buy-in and aligning efforts across the organization. To present a compelling case, it’s key to understanding the audience's needs – it’s also essential to seek mutually beneficial outcomes through discussion. This is driven by a mindset that values collaboration over command and control, aiming to influence by finding common ground and shared values, rather than through positional power.
As change remains a constant, the ability to influence without authority becomes a strategic imperative for all leaders. Empowering your change leaders with these human-centered strategies, mindsets, and behaviors ensures they possess the full toolkit to effectively guide and accelerate organizational transformation.
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Peter Linden
Global Learning Solutions Director at Hult Ashridge Executive Education
As Global Learning Solutions Director at Hult Ashridge, Peter brings over 18 years of Learning & Development experience supporting organizations achieve business priorities through an effective learning strategy and measuring its impact.
He is passionate about building an inclusive learning culture that enables people to develop the skills & capabilities at the right time to reach their full potential.
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