How do you use your influence to drive change?

1 Assess your influence

Before you can use your influence to drive change, you need to understand your current level of influence and how it relates to the change you want to achieve. To assess your influence, you can use a simple tool called the Stakeholder Influence Map. This tool helps you identify the key stakeholders who are affected by or can affect the change, and rate their level of interest and power. Based on this rating, you can categorize them into four groups: allies, opponents, supporters, and bystanders. Allies are those who have high interest and power, and share your vision for the change. Opponents are those who have high interest and power, but oppose your vision for the change. Supporters are those who have low power but high interest, and are willing to help you with the change. Bystanders are those who have low interest and power, and are indifferent to the change. By mapping out your stakeholders, you can identify who you need to influence the most, and how to approach them.

2 Plan your influence strategy

Once you have assessed your influence, you need to plan your influence strategy. This means defining your desired outcomes, choosing your influence tactics, and selecting your influence channels. Your desired outcomes are the specific behaviors or actions that you want your stakeholders to take as a result of your influence. For example, you may want them to approve a budget, adopt a new process, or endorse a proposal. Your influence tactics are the methods or techniques that you use to persuade your stakeholders to achieve your desired outcomes. For example, you may use rational appeals, emotional appeals, inspirational appeals, or consultative appeals. Your influence channels are the modes or platforms that you use to communicate your influence tactics. For example, you may use face-to-face meetings, emails, presentations, or social media. Your influence strategy should be tailored to each stakeholder group, based on their level of interest, power, and relationship with you.

3 Communicate your influence message

After you have planned your influence strategy, you need to communicate your influence message. This means delivering your message in a clear, concise, and compelling way, using your chosen influence tactics and channels. Your influence message should address three key questions: why, what, and how. Why is the change important and necessary? What are the benefits and risks of the change for the stakeholder and the organization? How will the change be implemented and supported? Your influence message should also include a call to action, which is a specific request or recommendation that you want your stakeholder to follow. For example, you may ask them to sign a document, attend a meeting, or provide feedback. Your influence message should be consistent and aligned with your desired outcomes, and adapted to the preferences and needs of your stakeholder.

4 Monitor your influence progress

Finally, you need to monitor your influence progress. This means tracking and measuring the impact of your influence efforts, and adjusting your strategy as needed. You can monitor your influence progress by using various indicators, such as feedback, commitment, behavior, or results. Feedback is the verbal or written response that you receive from your stakeholder after you communicate your influence message. Commitment is the degree of agreement or support that your stakeholder expresses for the change. Behavior is the observable action or inaction that your stakeholder takes related to the change. Results are the tangible outcomes or achievements that your stakeholder contributes to the change. You can use these indicators to evaluate the effectiveness of your influence strategy, and identify any gaps or challenges that need to be addressed. You can also use them to celebrate and recognize the successes and achievements of your stakeholder and yourself.

5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?