Influencing Without Authority

Introduction

As a technical program manager, you will work with cross-functional teams and manage projects with people you don't necessarily have direct authority over. It is essential that you know how to influence these stakeholders to align with your program's goals.

Influencing without authority means being able to persuade others to take action, make decisions, or change their behavior without relying on formal power. It requires building strong relationships, earning trust, and using effective communication and negotiation skills.

An analogy

The principle of influencing without authority can be compared to a conductor leading an orchestra. Just as a conductor does not have direct control over each musician's performance, a leader without formal authority cannot force team members to comply with their directives. Instead, they must use their influence and persuasion skills to guide the team toward achieving the desired outcome. Similar to a conductor, a leader without authority must be knowledgeable about the subject matter, possess excellent communication skills, and inspire trust and respect from team members. By creating a positive and collaborative environment, the leader can motivate team members to work toward a common goal, even without formal authority.

Practical scenarios

Influencing without authority is important because it helps you build a strong network of collaborators who can support your program goals. It can also help you overcome resistance or obstacles during the project.

Consider a few sample scenarios you may find yourself in which would require the skill of influencing without authority:

• Convincing other teams or departments to prioritize work for the program: As a technical program manager, you may need to influence other teams or departments to prioritize work for your program, even if they are not directly accountable to you.

• Getting buy-ins from executives or stakeholders on program decisions: You may need to influence executives or stakeholders to support program decisions necessary for the program's success, even if they are not under your direct authority.

• Navigating conflicts between team members or departments: As a program manager, you may need to influence conflicting parties to work together toward the program's goals, even if you do not have direct authority over them.

• Encouraging adherence to program standards or processes: You may need to influence team members to adhere to program standards or processes, even if they are not under your direct authority.

• Implementing changes or new technology across the organization: You may need to influence teams across the organization to adopt new technology or changes necessary for the program's success, even if you do not have direct authority over those teams.

A mental model

Influencing without authority requires four key elements: vision, credibility, relationships, and persuasion. These elements are interconnected and work together to help a program manager influence stakeholders who may not have a direct reporting relationship with them.