At work, as in life, change—even if we say we want it— is difficult. Selling is a way to get buy-in and support for a new idea or culture shift. Whereas telling stops at a declaration of the what, selling digs into explaining the why (like why this strategy will work or how it’ll benefit everyone) in order to persuade others to get on board and, hopefully, excited. And it can occur from top-down, bottom-up, and laterally.

If you’re trying to make a big decision, you might reach out to a trusted friend for their perspective. But even though your friend may have fantastic advice, you’re ultimately in charge of whether or not to use it. Consulting at work uses the same principle: It’s a collaborative process based on conversation and co-creation, in which one party has the authority to make the final call.

Consultation is a very effective type of influence because it creates a sense of partnership and teamwork, and because one person has the final say, it also doesn’t require everyone to hash things out randomly.

When an old problem persists, a company is thrown a curveball and there’s no precedent for how to handle it, or a team is tackling something new or different, it’s a good time to collaborate. And workers at all levels can exercise their leadership by providing the structure to communally problem solve.

It’s essential to pause and first identify the outcomes you’re looking for. Do you want to get buy-in for your idea? Get a boss to treat you differently? Implement a more effective way for your team to work together? Then, knowing your audience and using the guidelines above, select the right mode or combination to manifest the outcomes you’re looking for.