Mastering the art of influencing up: A guide for leaders

Influencing up - impacting the decisions and actions of those above you in the organisational hierarchy - is an essential skill that sets leaders apart. The ability to effectively influence decision-making processes up and across the chain can shape not only the trajectory of personal ambition but can profoundly impact the fundamental success or failure of your organisation.

Influencing up requires subtlety and a deep understanding of the organisational dynamics and the individuals you aim to influence. It’s not just about pushing your ideas forward, it’s about understanding the personal motivations of decision-makers, as well as ensuring alignment with the broader objectives of the company.Effective influence is built on a handful of foundational elements: empathy, trust, and evidence:

1.     Know your audience

Empathise and understand what drives key decision-makers. Are they focused on financial performance, innovation, market expansion, or greater efficiency? Speak their language and align your priorities with theirs, consider their challenges, goals, and pressures. Not only does this understanding help in anticipating their concerns and objections, but it allows you to address them proactively.

2.     Build credibility and trust

Influence is built on trust. Demonstrate competence, reliability, and integrity consistently. Deliver on your promises, show respect for others’ opinions, and always be transparent in your communications. Trust is earned over time but it’s essential if your voice is to be taken seriously.

3.     Leverage data and evidence

Support your proposals with solid data and evidence. High-level decision-makers rely on facts and figures to justify their actions. Craft your proposals and ideas with precision - presenting well-researched information shows that you’ve done your homework and that you’re coming to them with viable, informed solutions.

Effective influence

The application of specific strategies to make your influence more effective can be crucial, but the aim is not to manipulate. Real influence comes from a place of genuine connection and an understanding of the broader landscape in which you operate. It comes from a place of authenticity, where the goal is to support and elevate both your own aspirations and the overarching objectives of the company. Getting there is not without its challenges. Influencing up requires navigating complex organisational dynamics and power structures, addressing potential resistance, and balancing assertiveness with flexibility.

Handling resistance

Conflict and resistance are a natural part of the workplace and will be even more pronounced during the influence process. Not every idea will gain traction, and the ability to accept rejection and resistance gracefully is an art. Be prepared for it and have counter arguments ready. Understand the root of the resistance - whether it’s due to risk aversion, conflicting priorities, or lack of understanding - and address it directly, or use it to refine your understanding and approach next time. Demonstrating humility and resilience in the face of rejection positions you as a leader who learns and evolves, which in turn builds your influence over time.

Power dynamics

Power dynamics and power differentials at the leadership level are a given. And the greater the power differential, the more difficult influence becomes. The key is to be as aware as possible of the hierarchical sensitivities and informal power structures within your organisation. Approach your engagements with humility, acknowledge expertise and respect the formal (and informal) titles and positions that are in place. Above all, maintain confidence. Confidence, rooted in preparation and belief, captures attention and inspires trust no matter what the dynamics are.

Assertiveness and flexibility

It’s essential to strike a balance between assertiveness and flexibility. Stand firm on your core ideas while always being open to feedback and have the willingness to adjust and pivot as necessary. Displaying adaptability in as much as is possible shows a commitment to collaboration and a respect for perspectives other than your own.

Follow up and follow through

Ambiguity breeds hesitation and hesitation kills trust. Present your ideas and follow up to keep the momentum going. Keep the channels of communication wide open and provide additional information if and when needed; address any concerns that might have been raised, and through the process make sure to track progress. Consistent follow-up with proactive follow-through demonstrates dedication and ensures that your ideas are fixed on the radar of decision-makers.

In the end, influencing up is about creating a collaborative environment where your voice is trusted and where your actions and ideas contribute to the collective success of your organisation. By mastering the fundamentals and remaining authentic in your engagements, you not only enhance your leadership capabilities but you also make an indelible impact on the fabric of your professional environment.

The ability to influence up is a strategic imperative for any leader looking to drive meaningful change within their organisation. Real influence is not about manipulation, it’s about building genuine and authentic connections with striving towards goals that are aligned to those of the organisation, its leaders and its decision makers. The process requires time, resilience, humility, and a commitment to continuous learning and adaptation, but it’s what sets leaders apart.

At Acumen we are dedicated to equipping leaders with practical tools to tackle real-life challenges. Our comprehensive range of training and development programs, including customised interventions and off-the-shelf courses, helps organisations foster a culture of respect and empower their employees. To learn more about our programs and how they can benefit your organisation, please contact Simon at simon@askacumen.com.