Unlocking Genuine Leadership: The Power of Authentic Influence
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More and more we are living in a leadership realm where you are expected to have influence without authority. Hierarchical, positional authority is necessary within any organization but is limited to a few. Every current definition of leadership carries the idea of influence. The notion of influence does tend to equalize who can express and practice leadership because it is not rooted in a title or a particular role. But what is influence? How is it defined? How do we consistently use it for good? How do we acquire it and grow in it?
Merriam-Webster defines the modern use of "influence" as the power to change or affect someone or something without directly forcing those changes to happen. The use of "influence" as a verb is of much later usage but typically means to affect or change someone or something in an indirect way, but usually an important way. It is very popular at this moment to speak of "influencers" as those who typically harness the power of social media to affect change of thought, tastes, or buying behavior--usually to build the platform or fortunes of the influencer themselves. And there lies the first conundrum about influence--what is the motive and who will it ultimately benefit? There is a fine line between manipulation and influence. It can be used for great good or great evil. Intent makes all of the difference. Real influence has the other person's best interest at heart. Manipulation is primarily about getting my way and self-advancement. Our influence should always be about the betterment of the other person, the team, or the organization. The outcome is revealed by whether people really follow you or simply obey you. Motive matters. This begs for growing self-awareness--understanding who you are (and who you are not) and how other people receive you.
Daniel Decker states, "You can’t automate influence. Influence comes from providing value and building relationships. It takes time and has to be born out of serving versus being served in order for that influence to truly expand." I believe Decker is right, but I will add to his thinking. Real leadership influence is marked by four major elements.
Be intentional about building relationships. At the end of the day, all lasting influence is built on a trust relationship. Every person on a team or within an organization desires to know and be known. They want to know that their contribution counts. And they are willing to be led. But the leader that only leads from a distance and without any real context for who their employee is or how they function best will likely get marginal effort. Relationship does not abdicate authority. It uses authority to move towards a person in meaningful ways to better know and understand. Relational knowledge can better serve the leader in developing, utilizing, and understanding the motivations that drive a team member or employee. Granted authority that flows out of a relationship built on trust is always more powerful than positional authority wielded from afar. Relationship cultivates influence.
Consistently make wise decisions. No leader is perfect. You will make mistakes or fail in spectacular fashion at some point. Team members and employees are largely forgiving. This is especially true if those team members and employees see a series of wise decisions from the leader over time. Wisdom is marked by understanding and discernment, born out of a track record of real experience. A team member or employee will certainly listen to a wise leader over one who seems to make decisions in a vacuum without context or experience. A leader who strives to make informed and wise decisions consistently will have valid influence. Their track record for wise decisions is their validity in the eyes of the subordinate. People are willing to be influenced by wisdom. Wisdom fuels and validates influence.
Lean into your strengths. If wisdom displayed is the leader's validity, then a leader who leads from their strengths (doing what they do best) is their credibility. Every leader needs to have and maintain a high sense of self-awareness. They need to know where they begin and where they end. This knowledge will fuel their need for others. This will also keep the leader in check regarding their own power and be more willing to empower others, especially in the areas of their weaknesses. It is often the blind insecurities of a leader that cause them to hoard power and over function. Once again, to express need and to understand where others might be better at something is not an abdication of authority. Leading from your strengths (and relying on the strengths of others) creates credibility for your influence.
Understand how others are receiving you. Most leaders are not self-aware. Their very title often leads to greater levels of isolation. Therefore, they don't really know or understand how they come across. If they don't occasionally and intentionally seek feedback they may never know. A significant portion of a leader's development must be self-initiated. Strive to get real time feedback every now and then. Ask a trusted (and honest) peer, team member, or subordinate how you came across as you just led that meeting--or sent that email--or communicated that decision. Influence is more powerful from leaders who practice good emotional intelligence. A key component of how you are being received is when a team member or employee clearly sees that you are leading toward their betterment and the betterment of the organization. Your leadership is not about yourself—it transcends self. Knowing how you are being received by others on a regular basis allows your good influence to be received.
As a leader, you always have influence. But what kind of influence do you express and what is the real result?
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