Session 1.5:
Influence Without Authority
Module 1:
Leadership and Team Building
Leadership and Management Course
for ZHRC Coordinators, HTI Principals,
and ZHRC/HTI Management Teams
Learning Objectives
By the end of the session, participants will be able to:
 Distinguish between personal and positional
sources of power.
 Apply an influence model to increase personal
potency in an organization.
What is “influence”?
The capacity to help shape what
happens next.
Producing effects on the actions,
behavior or opinion of others.
Influence vs. Authority
If I don’t have authority, I don’t have influence.
Even with formal authority, you may not have
You can influence others without authority.
Influence in the Workplace
 Can happen directly or indirectly.
 It can happen in many settings, such as:
One-on-one conversations
As part of a public group
Professional/formal settings (in a meeting, etc.)
Informal settings (over lunch, dinner, etc.)
Via email
Via telephone
What is one thing that
you would like
to effectively influence?
Law of Reciprocity
 People should be paid back for what they do for
 One good turn deserves another.
• And, one bad turn deserves another!
 Ideas of reciprocity are closely linked to the
concept of influence.
Adapted from Cohen & Bradford, 2005.
Influence & the Art of Give and Take
 Reciprocity is at work.
 Basically, you are offering something valued in
return for what you want or need.
 Can be positive or negative:
• Positive: Offering something valued by the
other(s) in return for what you want or need.
• Negative: Withholding something valued or
needed, or giving them something they do not
want, in exchange for something that you do want
or need.
Adapted from Cohen & Bradford, 2005.
Something valuable that you have,
that you can trade for something
you want or need
Currencies: What do you have to offer?
 Influence is possible when you have something
that others want (i.e., currency)
 Examples of currency:
• Technical expertise, organizational
information, political information, knowledge
about clients, etc.
• Gratitude, recognition, appreciation, listening,
respect, assistance with tasks, etc.
• Grants, budget allocation, loan of
staff/personnel, office space, equipment, etc.
Adapted from Cohen & Bradford, 2005.
What do you want to influence?
• Start by asking yourself:
• “What do I want to have happen?”
• “If I were in charge, how would I make it
• “What will benefit this organization?”
• In order to influence, we have to keep the goal in
 Goals and priorities
• Sort personal desires from goals that benefit your
 Think strategically about goals
• Primary and secondary objectives
• Short-term or long-term objectives
• Critical needs vs. preferences
Model of Influence Without Authority
Deal well with
Assume all
are potential
via Give &
the world of
the other
Clarify goals
and priorities
Source: Cohen & Bradford. 2005.
When to use the model
 We use this model instinctively
 Use it deliberately when:
• The other party is resistant
• You do not know the other party, and you are
asking for something that may be costly to them
• You have a poor relationship with the other party
• You may not get another chance
Individual Activity: Influence Worksheet
 Use this worksheet to think strategically about
your goals, and prepare to influence others.
Describe the issue.
What do you want to have happen?
Why is this a good idea?
What are the arguments against?
What are the costs? What are the benefits?
What important factors must be considered?
What would success look like?
 Fill in the worksheet. If you do not finish,
complete the worksheet as homework.
Influence Without Authority: At A Glance
Influence can be learned and practiced
Art of give and take
Prepare in advance
Consider costs to you and the other person
Consider all of your currencies
Use thoughtful communication
Occurs over time
Identify goals that benefit the organization
Build a foundation of trust and good relationships
Key Points
 Influence is a skill that helps leaders create positive
change within an organization.
 Influence does not require formal authority/power,
but does require trust and good relationships.