Influence at work is the ability to shape decisions you do not control. For leaders without formal authority over the people involved, it comes down to three habits: knowing who shapes a decision and what they care about, arriving with evidence and a clear request, and reviewing what happened so the relationship is stronger next time. This exercise takes about an hour and works for any decision you want to influence.
Women leaders often report being judged more harshly for the same assertive behaviour as male colleagues. That is a real constraint, and it is an organisational problem rather than a personal failing. Careful preparation does not remove it, but it does make your case harder to dismiss.
Step 1: map stakeholders and decisions
Pick one decision you want to influence in the next three months, such as funding for a project, a change in process, or your own next role.
List everyone who shapes that decision, then place each on a simple grid:
| Low interest | High interest | |
|---|---|---|
| High influence | Keep satisfied: brief them early, keep it short | Manage closely: involve them in shaping the proposal |
| Low influence | Monitor | Keep informed: they can become allies |
For each person in the high-influence row, note:
- what they care about most (cost, risk, customers, their own targets)
- what they currently think about your proposal, if you know
- who they listen to
- the best way to reach them: one-to-one, in writing, in a meeting
Step 2: prepare evidence and a clear request
Evidence. Build your case around what each key stakeholder cares about. A finance director wants cost and risk; an operations director wants impact on delivery. Use numbers where you can, and a short example where you cannot.
A clear request. Vague requests are easy to agree with and never act on. State exactly what you want: "I am asking for £40,000 and two analysts for three months to pilot the new process in the northern region."
Pre-meetings. Talk to the most influential people individually before the formal meeting. Ask for their view, adjust your proposal, and avoid surprising them in public.
Anticipate objections. Write down the three most likely objections and your answer to each.
Step 3: review outcomes and relationships
After the decision, whatever the result:
- What did you get, and what did you not?
- Which stakeholders supported you, and why?
- Whose concerns did you misjudge?
- Who should you keep in touch with before the next decision?
Thank the people who helped, and tell them what happened as a result. That turns one decision into an ongoing relationship.
A stakeholder planning worksheet
| Stakeholder | Influence (H/M/L) | Interest (H/M/L) | What they care about | Current view | Best approach | Next action and date |
|---|---|---|---|---|---|---|
Building influence at work over time
Influence is built between decisions as well as during them:
- deliver reliably on what you commit to
- share useful information generously
- help others achieve their goals
- make your results visible to senior leaders, with evidence
- build relationships across functions, not only up your own reporting line
Related reading
- Women in leadership subject guide: development plans, mentoring and sponsorship, influence and the course
- Development and influence practice pack: a worked behaviour goal, stakeholder map and review
- Mentoring vs sponsorship: building support for leadership progression
- How to build a leadership development plan
Stakeholder influence, negotiation and organisational advocacy are part of LSBUK's women in leadership training, where you practise with a peer cohort and build a personal development strategy.
The bottom line
Map who shapes the decision and what they care about, arrive with evidence and a clear ask, and review afterwards. Repeated over time, this is how influence without authority is built.