Leading Without Authority

I often hear complaints from people having trouble getting what they need from colleagues who don’t report to them. But that doesn’t have to be the case. Demonstrating leadership is possible (and important) in your job even if a word like “executive” or “officer” is not part of your job title. It takes understanding yourself and those around you.

When you aren't in a position of authority, you can't just direct people to take action. So, what strategies can you use instead? Here are three to try.

Determine how others view you

You'll be most effective in influencing others if you first examine your own reputation. What others think of you will affect how they interpret your suggestions. If, for example, you're known for always doing the right thing for the business, it may make it easier to get traction. Also consider whether any part of your reputation could stand in the way of what you're trying to accomplish. Perhaps your directness rubs some people the wrong way, so you may need to consider that as you develop the best approach.

Leverage your advocates

Get clear on who does have power and influence to help you in the current situation, and remember to consider informal and formal leaders. Based on the messages that need to be delivered, who would be most effective in conveying them? Who would have the biggest impact? Request the involvement of these individuals by explaining the bigger picture, the key business results you are trying to achieve.

Build alignment

To more effectively lead without authority, find the alignment between your goals and what's important to others. Look for the common ground you already share with the people you want to influence, and frame your suggestions in that context. Perhaps it's a commitment to innovation or customer service.

You can then work to drive alignment in other areas. People will be more receptive to what you want when you invest in taking time to understand their needs. How will what you're asking of them affect their results, their credibility and their relationships? What data and other information can you give them to show how will they benefit?

This week, think about something you're working on and one step you can take to leverage one of these strategies to make further progress. Even if you do have formal authority, this exercise can still be useful. Remember that small steps lead to big results. For more ideas on this topic, see the modules on Getting the Right Work Done and Building a Network of Advocates in the WOW! Lite Program℠

Increase Your Influence in One Conversation

We’re sharing ideas this month to help you be the kind of leader you want to be. This week, I want to tell you about a strategy that can make all the difference in managing a work relationship. I spent a large part of my career in various leadership roles at Deloitte. Every time I started a new project with a team, I would have a conversation with each person at the outset. Our discussion topics ranged from goals to strengths to communication styles.

First, we would talk about that person’s goals for the year and for her career as a whole.

• What skills and exposure do you want?

• Who do you want to work with and why?

• What are your specific goals for the current project?

• What would make you feel that the project was a great experience?

Next, I asked questions to get a handle on her strengths and preferences:

• In the context of the work we’re about to do, what should I know about what you’re really good at and any relevant past experiences? (This reveals critical information that otherwise might not surface as quickly and can be a good team exercise.)

• What is the best way to communicate with you (face-to-face or email)?

• If I need something from you quickly, what’s the best way to approach it?

As I learned more about each team member, I also shared what worked for me and my preferences as a leader.

From there, we set some agreements on working together. I let the team member know what I could offer through the current project that fit her goals. We could decide on a communication approach that worked for us both and on how we would gauge our progress along the way.

This conversation was a great way to set the stage for an open and effective working relationship. It allowed us to become more proactive about creating the right opportunities, and the team member understood that I was coming from a place of genuine interest in her goals and development.

Whether you’re working with a new team or an existing one, it’s never too late to ask some of these questions. This week, I challenge you to identify one conversation you’d like to have, or one question you would like to ask from the list above. You can find more ideas like this one in the chapter “Strategies to Create a High-Performing Team” in my book Show Up. Step Up. Step Out. Leadership Through a New Lens. Remember, small steps can lead to big results

Do You Fall Into These Leadership Traps?

This month, we’re talking about what kind of leader you want to be. As an executive coach, I’ve helped many leaders identify and address their personal stumbling blocks so that they can reach their full potential. Take a look at this list of some of the most common leadership traps. Which ones strike a chord with you?

The trap: You get bogged down in the small stuff. You often get distracted from the work that’s going to make the most difference. The fix: Identify the top three areas that reflect where you can have the biggest impact on the business and make the highest and best use of your skills. This is where you should focus your energy.

The trap: You don’t connect the dots, so colleagues may misinterpret the meaning behind your actions. The fix: First, get clear about the top three things that guide your leadership. Then use it to frame up what you say and do. In other words, regularly give others insight on what you think is important, how you measure success and the results you are trying to achieve.

The trap: You aren’t communicating the bigger picture. Are you telling people what you want to do but leaving out the “why”? The fix: Connect what you are proposing to how it relates to what’s right for the business or team.

The trap: Emotions get the better of you. You have trouble managing your moods and reactions. Your tone and body language convey stress or frustration. The fix: Practice self-care to keep yourself centered, grounded and positive. Learn strategies to manage your emotions when your buttons get pushed.

The trap: You bring more negative energy than positive. The ability to spot and flag problems or risks is a strength, but you may be coming off as a naysayer. The fix: Frame your concerns more positively. There’s a big difference between “There’s a lot that could go wrong with this idea.” and “I really like Points A, B and C of this idea. And let’s also consider these other aspects…”

The trap: You don’t make the most of your team. You sense there’s untapped potential and a lack of engagement. The fix: Get to know the strengths and passions of your team members so that you can proactively assign them work that plays to them, and will get them excited.

The trap: You ignore office politics. Perhaps you’d prefer to remain above it all and let your work speak for itself, but what’s going on politically in your office affects your ability to get results. The fix:  Look at who has the resources, information and influence you need to get business results. How can you get those people in your corner?

The trap: You put networking on the backburner. I get it: You’re busy, and networking seems time-consuming or intimidating. But you need strong relationships to accomplish your goals and help your career grow. The fix: Make networking a habit. Even taking a few minutes each week to pass along an interesting article or make an introduction can strengthen your relationships.

Which of these traps do you fall into? This week, pick one of the areas that give you trouble and see what you can change. My book “Show Up. Step Up. Step Out. Leadership Through a New Lens” has more resources you can use. Remember, you don’t have to tackle it all at once. Small steps can lead to big results.

Lead by Helping Others Grow

We're talking this month about what kind of leader you are. One of the leadership qualities that will help you succeed is the ability to develop others.  

Creating growth opportunities, though, can be easy to overlook in our rush to get things done. Take a look at the list below. Identify the strategies you already leverage well today and one or two that you would like to start doing to help others develop.

1. Ask people about their passions, interests and the type of opportunities they seek.

2. Give others opportunities to be the external face of the organization, such as with a professional association or community group.

3. Invite others to meetings that will give them exposure to senior leaders or raise their visibility.

4. Introduce people to others who can help them achieve their career goals.

5. Share a colleague’s accomplishments so that others can tap into their strengths, and to give them more visibility.

6. Give feedback in the moment on what your team members do well and suggestions about how to be even more effective.

7. Delegate work with a team member's professional development in mind.

8. Ask someone to deliver a presentation to share their knowledge and raise their profile.

9. Give an opportunity for a rotation or a special assignment (beyond a stretch project).

10. Give a team member an opportunity to provide peer mentoring.

What did you notice about how you're creating growth opportunities for others? I challenge you to put at least one of these ideas into play more powerfully this week. For more ideas on creating a high-performing team, check out my book Show Up. Step Up. Step Out. Leadership Through A New Lens.