Why do some leaders “have a seat at the table,” and some feel they are struggling to bring others along? Why are some leaders able to influence in one role, but in another role, discover they aren’t having the influence they should?
People listen to what you have to say, and follow you, because they want to, not because they have to – That’s the impact of an “Influential Leader”. Leaders in today’s multinational, matrixed, diverse business world create impact through their ability to influence others. In many organizations, authority-based leadership is waning. Success is all about getting others to care about what you care about.
For a large majority of leaders, the struggle to have influence and impact comes from things that you can manage and change. If you approach this situation with a growth mindset, you can build or rebuild that influence. The most effective leaders get their teams, their colleagues, and their customers to emphasize their priorities. When you have that kind of influence with others, the results begin to speak for themselves. In other words, you have impact on the organization.
Through my work with business leaders from Executives to Managers, I have clearly noticed that many leaders with strong technical expertise and powerful business acumen have unintentionally misunderstood an unwritten but essential aspect of their job.
Put simply, many leaders are not focused on two essential elements of their job –
They are not completely focused on the priorities their organization needs from them. They may be doing the job mostly right, or they may be doing what their job description says. But many times, they are focused partly on what they know, what they wish, or what is comfortable, rather than what is needed.
Leaders are doing the right things, but in a way that is not aligned with the style and values of their organization, in other words, the organizational culture. Here are some examples - they are decisive when they need to be collaborative. They are direct and blunt when they need to be tactful and patient. They push for autonomy when their manager wants engagement.
The solution is quite simple, leaders can enhance their influence and impact by identifying and consistently focusing on the mission critical parts of their role and the essential aspects of the culture. Here are pointers to help you in building your influence:
Start by learning about yourself – your strengths, your values, your preferences.
Be comprehensive about your job - by having conversations with stakeholders (including your manager) and observing yourself, your manager, and your colleagues carefully.
Understand the culture of your organization – by listening, observing, and reflecting on your actions and attitudes relative to others.
Write out your measurable job description – the one that others need from you, not what you think it is.
Decide if you want to commit to that job. If you do, then make a plan to adjust to what is really expected. If you do not, honestly consider what alternatives there may be, in your organization or somewhere else.
Key to professional success in organizations: Doing the job that is needed by the organization, in the way that is needed by the culture, consistently and reliably.
Developing a deliberate focus, delivered in a manner that is aligned with the style and manner of your organization, invariably results in increased influence with others, a willingness to follow, and a larger impact on the organization and its mission. Every leader can identify the parts of their role that meet the needs of their manager, their colleagues, and their business. Every leader can understand the culture, and decide if it is a fit for them, or if they can change a few aspects of their style to adapt. All it takes is a willingness to confront the reality of the situation and grow as a leader and start influencing and create an impact!
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