How Much Influence You Have at Work

As part of the discussion about influence vs. leading, I discuss in my upcoming book about the Aristotle’s Persuasion Model which was developped twenty-four hundred years ago. Aristotle proposed the framework that arguments were more persuasive when applied in three distinct but inseparable dimensions:

• Logos: appealing to logic - coherence, structure, facts, statistics, research
• Ethos: appealing to credibility - reputation, trustworthiness, presence, confidence
• Pathos: appealing to emotion - humor, metaphor, framing, images, storytelling

If you want to exert influence in the workplace, you also have to first intentionally identify your sphere of influence in order to make an impact on the business as well as your career. I also include a simple mental framework that I call “two circle theory of leadership” to identify the space you should try to exert influence.

I just came across an article by by Maxim Sytch published in Harvard Business Review two years ago entitled “How to Figure Out How Much Influence You Have at Work” . The article is an excellent extension of my discussion about influence. The author proposed a concept of “power audit” to determine your level of influence or the informal power to generate value and get things done.

Here’s what the author proposed for the power audit:

• Step 1: List your top 10 contacts that enable you to get work done. These contacts can be either internal or external to your organization.
• Step 2: For each contact, assign a score from 1 to 10 indicating how much you depend on them. If a contact provides a lot of value and is also difficult to replace, assign a high score. Think broadly about the value your contacts offer. This includes career advice, emotional backing, support with daily activities, information, and access to resources or stakeholders.
• Step 3: Do the same in reverse. Assign a score to yourself from others’ perspectives. Approximate how much value you offer your contacts and how difficult it would be to replace you. Be honest.

Next, look for red flags in your power audit by asking the following questions. These could indicate that you lack informal power and are replaceable.

• Do all of your contacts work in one team, function, product unit, or office building?
• Do your contacts provide you with more value than you return?
• Are your dependence scores low throughout?
• Is all of the value you give or receive concentrated in a couple of contacts?

Once you have conducted your informal power audit, the author proposed some specific steps for improve your influence. For example, you should proactively use your skills to help others, beyond the demands of your formal role. You should try to position yourself at the intersection of workflows in order to meet, learn from, and deliver value to a variety of diverse groups in the organization. Your value should not be defined solely by your ability to perform a formal organizational role. Instead, you should try to define and expand your sphere of influence which would open possibilities for yourself within the organization and beyond.

Status Update of My Leadership Book

The moment you have been waiting for! The official unveiling of my book cover. You have seen the photo from my previous posting. It was a photo I took at Great Sand Dunes National Park last year. I think it perfectly reflects the challenges, the struggles, and the hope on the journey to become a leader.

The Odyssey of Self-Discovery: On Becoming A Leader will be published a month from now in January 2023. I am excited about the book and I am certain reading my book will create an inflection point on the leadership journey for those who want to maximize their leadership potential.

You can join the list to be notified when the book is released in January at https://www.onbecomingaleader.net/book .

Related Article

Two Circle Theory of Leadership (4/3/2021)

What is Leadership ?(01/09/2021)

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