There comes a point in every high-performer’s career

when she realizes that her ability to drive results

isn’t just about what she can do, it’s about

what she can get others to do.

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It happens when you’re leading a project across teams with no direct reports,

when you’re expected to push an initiative forward but can’t force compliance or

when you’re stepping up as a leader in a new role but facing resistance to change.

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Formal authority is neat and straightforward — title, hierarchy, decision rights.

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But it’s not always realistic or accessible.

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You need to be able to lead

even when you’re not

in charge.

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Because the real, next-level skill isn’t wielding authority.

It’s building influence.

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What’s Standing in Your Way? The Hidden Impediments to Influence

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If you're struggling to get people on board, it's not always about you.

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There are real obstacles that make it harder to wield influence effectively.

They fall into three main categories:

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1. Structural Barriers: You Lack the Title or Hierarchy

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This is the most obvious challenge:

you don’t have official decision-making power.

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You might be leading an initiative,

but without a formal leadership title,

your requests feel more like suggestions.

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Signs this is your challenge:

• Your input is acknowledged but not acted on.
• People defer to someone “above” you for final decisions.
• You have to follow up multiple times just to get basic commitments.

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Pro Tips

• Become the go-to person for key information, insights, and solutions.

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Position yourself as the person who connects the dots by

proactively gathering relevant data,

offering clarity in complex situations &

anticipating questions before they arise.

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• Frame your requests in terms of leadership priorities and measurable outcomes.

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Keep a pulse on what leadership cares about and

provide timely insights that make

decision-making easier.

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• Build alliances — when others reinforce your recommendations, it strengthens your influence.

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Identify key stakeholders who have credibility and shared interests,

then engage them in discussions before presenting ideas publicly.

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When the right people advocate for your proposal alongside you,

it signals alignment and increases buy-in.

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Why it works:

People take action when they see someone as

a trusted source of expertise and

strategic alignment.

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The more you can connect your recommendations

to what matters most to leadership,

the harder you are to ignore.

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2. Personal Barriers: You’re Not Fully Stepping Into Your Authority

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This one might sting a bit, but it’s real:

sometimes, we are the ones

holding ourselves back.

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You might hesitate to assert your ideas, downplay your expertise or

wait for permission instead of owning your authority.

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Signs this is your challenge:

• You avoid pushing back, even when you know you’re right.
• You wait for explicit direction instead of driving things forward.
• You have the right insights but struggle to get people to take them seriously.

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Pro Tips

• Speak as though your perspective is valuable, because it is.

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Drop qualifiers like “just” or “maybe” and lead with confidence.

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When presenting an idea, state it as

a recommendation rather than a tentative suggestion and

practice pausing instead of rushing to soften your statement with unnecessary disclaimers.

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• Take initiative instead of waiting for permission. If you see a gap, start filling it.

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Begin by taking small but visible actions —

lead opportunity exploration for a new business line,

create a first draft of a proposal or offer a solution before being asked,

so that everyone starts to associate you with innovative thinking & proactive problem-solving.

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• Use data or examples to back up your points.

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Instead of relying on opinions alone, reference past successes,

industry benchmarks, or specific outcomes

to reinforce your argument.

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If hard data isn’t available, use pattern recognition,

analogical reasoning & real-world case studies

to illustrate why your approach will work.

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Why it works:

The way you position yourself

affects how others perceive

your leadership.

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Confidence is contagious.

if you treat your insights as valuable, others will too.

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3. Cultural Barriers: The Organization Lacks Accountability

In some environments, it’s not you at all.

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There is a systemic issue where

follow-through is weak,

ownership is unclear &

deadlines are optional.

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Without accountability, influence can feel impossible.

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Signs this is your challenge:

• Deadlines get pushed with no real consequence or explanation
• People agree in meetings but don’t actually execute (or discuss the lack of execution)
• There’s no clear chain of responsibility—everyone assumes someone else will handle it.

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Pro Tips

• Make ownership explicit — when action items aren’t assigned, assign them.

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If no one takes responsibility in a meeting,

be the one to ask, who’s running point on this?”

or directly suggest ownership based on expertise.

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When delegating, use phrasing like,

“[Name], can you own this deliverable by [specific date]?”

to create clarity and commitment.

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• Create a cadence of follow-ups to reinforce momentum.

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People prioritize what stays top of mind.

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Instead of chasing updates, build structured touchpoints into existing workflows, such as

quick check-ins in team meetings, tracking dashboards or end-of-week status updates

that keep commitments visible and actionable.

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• Model accountability yourself.

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The more you uphold commitments,

the more others feel the pressure to do the same.

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Be intentional about meeting your own deadlines, following up on what you promise and

acknowledging when you drop the ball to set the standard for accountability

in your team or organization.

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Why it works:

Accountability is rarely top-down in high-performing environments.

It’s peer-driven.

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When you create a culture where follow-through is the norm, it starts to reinforce itself.

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How to Build Influence Without Formal Authority

Once you understand

what’s blocking your influence,

you can start intentionally building it.

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Here’s how:

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1. Start with Why: Purpose and Strategic Alignment

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People are more likely to take action when

they understand why it matters.

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Simon Sinek’s Start with Why framework

emphasizes that people aren’t motivated

by what you need them to do, but by

the deeper purpose behind it.

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Instead of making requests based on urgency,

tie them to strategic goals, shared values or

the broader mission of the organization.

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When you communicate the why, you transform tasks

from obligations into meaningful contributions,

increasing engagement & follow-through.

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What to do:

Instead of saying, “Can you send me that report by Friday?,”

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Say:

“That report is key for our Q2 planning. If we have it by Friday,

we’ll be able to make data-backed recommendations to leadership.

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Why it works:

When people see the bigger picture,

they’re more invested in delivering.

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When to try it:

When asking for something that feels

optional or low-priority to others

but is critical for you.

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2. Cultivate Ownership Over Obligation

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No one likes being told what to do.

The most influential people

don’t demand compliance,

they invite ownership.

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What to do:

Instead of saying, “We need this done. Can you take care of it?”

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Say:

“I’d love for you to take the lead on this.

How do you think we should approach it?”

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Why it works:

People feel more accountable

for things they choose to own.

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When to try it:

When you need long-term engagement, not just task completion.

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3. Leverage Social Pressure & Public Commitments

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People are far more likely to follow through on commitments made in front of others.

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What to do:

Instead of following up one-on-one where accountability can slip,

document the next steps in a shared space, like a

Slack channel, project tracker or email recap.

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When people know their commitments are visible to others,

they’re more likely to follow through

to maintain credibility.

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Why it works:

When commitments are public,

people are less likely to drop the ball.

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When to try it:

When you need follow-through on a task with multiple contributors.

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4. Escalate Without Friction

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Sometimes you need to increase urgency to ensure action happens.

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The key is to frame it as a shared win, not just a personal one.

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What to do:

Instead of saying, “Can you please get this done?” over and over again,

shift the conversation to mutual success:

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“If we can finalize this by Thursday,

we’ll be in a much stronger position for the rollout.

How can we make this easier to complete so we all win?”

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Recognize competing priorities and collaborate on

adjustments that make it easier for the

other person to follow through.

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Why it works:

People don’t respond well to pressure, but

they do respond to opportunities for shared success.

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When they see that moving this forward benefits them as well,

whether through visibility, efficiency or performance wins,

they’re more likely to prioritize it.

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When to try it:

When tasks keep getting pushed back or deprioritized and

you need to move them forward in a way that strengthens relationships rather than strains them.

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Influence grows through skill-building, not ladder-climbing

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You don’t need a title to be a leader.

You need clarity, confidence and strategic influence.

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If you’ve been waiting for authority to be granted to you, stop waiting.

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Influence is something you build

and you can start building it today.

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What’s one situation where you’ve had to lead without formal authority?

What worked and what didn’t?

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Hit reply and share your experience — I read every response.

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And if this issue resonated with you,

forward it to a friend or colleague

who could use these strategies.

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Let’s keep the conversation going!

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xx, Nicole

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