Leading when you don’t have the direct status or power to lead

Being an influencer sounds cool but in a big organisation its easy to get lost and feel like you’re a nobody.

To thrive you will need to adopt a customer focus centred on relationships, build trust and credibility through small wins, practice patience and perseverance

I work in a role where I need to lead change, coach people in agile testing strategies and get agreement from very senior manager across business and technology teams. I have no direct power, no direct reports yet I’ve been successful by focussing on small wins, persistence and always being visible.  Its definitely tricky and not always good for the ego (especially when I’m used to running large team when that explicit power in just therein the role.)  I think its made me a better advocate for change though because I always need to be humble and demonstrate that I’ve heard what my stakeholders want, not just put my opinion over the top.  Its a style I hope to use whether I’m in an influencing role or manager role in future.

If you are in an influencer role, then this learning note is for you!  It will provide you with some great tips for helping you overcome the power dynamic and build indirect power through your relationships.

Key Learning Points

  • Accept that you don’t have direct power
  • Understand that your style will have to change to adapt to this
  • Relationships are now a focus
  • Be easy to deal with
  • Focus on being a positive and fun force for driving change
  • Build credibility
  • Patience is the key, along with being a consistent presence and contributor
  • Focus on goals not expectations
  • Ask, don’t tell

Be visible, approachable and easy to work with.

 

Prompts

Use the prompts to help ask great questions and find out more information when meeting with your team:

  • What relationships are key to getting decisions made?
  • Who are my key influencers?
  • What type of communication works best with my stakeholders?
  • Who are the best influencers in the organisation? What works for them? Can I pick up their style ?
  • What areas do I need to change in my style?
  • How quickly can I work on my projects when it is just me?
  • What will build credibility the easiest?
  • What is the the path of least resistance?
  • What small wins can I get quickly that will help build my credibility?
  • Who can best mentor and advise me?
  • What assumptions do I have?  How can I test these?
  • What can help me be more patient?

 

Where can you be more patient? What will you do today to create great relationships?

I’d love to hear from you, what will you do today to create great relationships? 

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Tap into your super powers #4 – Introducing innovation into a creative desert

Is your organisation culture great at saying no to EVERYTHING?

Is your creativity and innovation being blocked, stifled or left to stagnate?

If yes, then this learning note is for you!  It will provide you with some great tips for tapping into that innovative spirit to inspire those around you and give you an outlet for those awesome ideas you keep having.

The key learning point here is to : Be the role model innovation leader.  Be what you want most at work.
Lead, inspire, lead some more. Give it everything you have. 

Learning Prompts

Innovation and getting new ideas accepted and introduced into any organisation is always tough.  Often people will perceive that you are asking them to take a risk, make a courageous decision or even put their own job on the line.   Some cultures are more stifling than others. Even innovative organisations can have a ‘their way’ of doing innovation.   At some point in an organisation’s maturing face certain ways of behaving, acting and agreeing new ways of work become expected ways of work OR even acceptable vs non-acceptable ways of working.

Ask yourself:

  • What idea can be tested without sponsorship, resources or funding?
  • Do you say yes to new ideas?
  • Are you setting the example for change or fitting in and supporting the status quo?
  • Can you start yes whenever you can? (start by having a YES day)
  • Can you prove out your ideas and make them real in anyway you can?
  • How can you help you boss feel safe to say Yes?
  • Is YES really a safe thing for your team to say? If not, why not?
  • What behaviours need to shift to get a Yes?
  • What past war stories exist that you need to respond to?
  • Start leading saying YES to the new today!

What you do next is up to you…..
I’d love to hear from you, what you did do next? What did you say YES?  What did you ask for a YES to? What happened? How did you make someone feel safe to say YES?

Did you say YES to everything today?

Let me know here.

For extra reading, I recommend  Influence – They Psychology of Persuasion by Robert B. Cialdini. 

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