Impact & Influence

The ability to persuade or convince others to support an idea, agenda or direction is now (more than ever) a critical requirement of a modern technology leader. Of course, often the context is highly complex so requires many other supporting competencies, but at its heart, it’s the ability to “take people with us”.

Really getting to know your key stakeholders, building rapport with them, understanding why what their strategic goals are (and why – higher intent).

Organisational awareness is key; understanding who the key decision makers are, who wields the power and who the influencers are and, moreover, who your real sponsors and advocates are here (they may be different to who you think).

The ability to influence strategically requires a highly dynamic approach.  First of all you have to establish credibility (not just as a subject matter expert) but someone who can demonstrably show they are invested in the success of the ambition. 

Highly effective leaders do this by committing their personal equity (using appreciate inquiry, challenging the why and different potentially different solutions and outcomes).  Force of personality goes a long way, particularly when which backed up by facts/data/evidence (in that order).