This is a frequent question we come across in our workshops. Participants in different job roles who would tell us candidly \u2013 they don\u2019t have positional authority, they don\u2019t have people reporting to them, and yet they are expected to deliver!\r\n\r\nThis is increasingly the reality today in matrixed organizations. Also with the millennial generation, where authority would not work, influence would. Authority is defined as the power to reward and punish whereas influence is the ability to move a group of people towards a desired behavior.\r\n\r\nHere is an interesting example. Bank of America recently decided (at their board meeting, no less) to charge their customers a fee of 5 dollars a month for debit card usage. A McDonald\u2019s employee forced them to change this decision when she used social media to run a campaign against it. Ultimately they had to reverse their decision. Think about it, what was more powerful here: the authority vested by titles or the capability to influence using social media? \u00a0The answer is evident.\r\n\r\nSo is there a way that we can learn to influence better? Be it our bosses, our colleagues, our vendors or even our spouses \u2013 the ability to influence can be quite an asset. Authors Cohen & Bradford wrote a seminal work in this field titled Influence Without Authority. Let\u2019s dive right into what their model.\r\n\r\nThe model has several steps, listed below:\r\n\r\n\r\n\r\nLet\u2019s look at each step in detail, and think about how to apply it in the workplace.\r\n\r\n1. Assume all are potential allies\r\nIt is all too easy to stereotype people and project our own experiences and feelings on them. As somebody once said, before criticizing a man and making assumptions about his motivations, walk a mile in his shoes. As the saying goes, when you ASSUME, you make an ASS out of U and ME.\r\n\r\n2. Clarify your goals and priorities\r\nArticulate your different goals and their priority order to the person you are trying to influence.\u00a0 This may seem contradictory, but every so often when the person you are trying to influence realizes the reason behind what you are doing, they may be more forthcoming!\r\n\r\n3. Diagnose the ally\u2019s world\r\nWe are generally so wrapped up in our own world, that we sometimes forget that the person we are trying to influence perhaps lives in a completely different mental world. Unless you know how the other person looks at her world, what she values and cares about, you aren\u2019t going to know her trigger points. This is the hardest step because it requires that you really dig deeply into the psyche of the other and really get to know her.\r\n\r\nA few questions that might help in this endeavor are:\r\n\r\n \tHow is this person \u201cmeasured\u201d at work?\r\n \tWhat are his or her primary responsibilities?\r\n \tDoes this person experience peer pressure from his or her boss or colleagues?\r\n \tWhat is the culture of this person\u2019s organization?\r\n \tWhat does this person\u2019s boss expect from him or her?\r\n \tWhat seems to be important to this person?\r\n\r\n4. Identify relevant currencies\r\nCurrencies refers to \u201cwhat\u201d someone could be influenced by. What truly matters to your influence? Here are a few currencies that are most often valued in an organizational context. As you notice, each of us has different triggers!\r\n\r\n \tInspiration-related currencies: \u201cIs this the right thing to do?\u201d\r\n \tTask-related currencies: \u201cIs this task challenging, fun, and creative enough?\u201d\r\n \tPosition-related currencies: \u201cWill this give me enough visibility and recognition?\u201d\r\n \tRelationship-related currencies: \u201cWho else will be a part of this?\u201d\r\n \tPersonal-related currencies: \u201cWill the value that I add be noticed?\u201d\r\n\r\n5. Build Relationships\r\nThe first aspect of this point is the nature of your relationship with the other person. Is it good, bad, or indifferent? If it is anything less than good, then clearly you are going to need to invest time and energy in building trust and credibility. In each one of our relationships, we have an emotional bank balance. All positive actions add to the credits, all negative actions add up as debits. When the credit in any relationship is good, we go out of the way to help one another. Otherwise, even the smallest favour weighs heavy on us. One way we help teams know each other more deeply is through using psychometric tools such as MBTI.\r\n\r\n6. Influence through give and take\r\nOnce you have come this far in the model, then you can make "the exchange" and put your findings into action. Make sure that when you make the offer or exchange, it's done in a way that builds trust. Show respect, empathy and understanding to the other person. Look for a win-win situation.\r\n\r\nYou as an employee can be much more powerful than you think you can be. The new paradigm is that your power does not come from where you are in the organizational hierarchy, but by the influence that you are able to assert on the people around you.\r\n\r\nHere is wishing you more influence!