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"Inside the workplace, there’s formal influence, which comes from your position—the responsibility and authority that you’ve been given. But there’s also informal influence, which comes from who you are and how you show up.”
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Find ways to give back to individuals and the organization before you try to use your influence for your own interests.
Who comes to you to get something that they need in order to do their daily work? The more that you respond to that in a timely way and give them what...
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The ability to collaborate with others also helps build your influence because it strengthens relationships. There’s the kind of influence that you build through collaboration, where you work with people.
Get to know people on a personal level. It’s easier to relate to ...
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Understanding the areas in which you may most likely be influential is important, too. If you have special expertise or act as a facilitator or gatekeeper, the way you share and distribute knowledge or resources can make you influential.
But there’s a fine line between bein...
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Influence starts with the areas within your control. First off, focus simply on being good at your job.
Being good at your job is one of the basic elements of influence. It lets people know that you’re confident and capable. Failure to do so undermines infl...
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"There's no money in poetry, but then there's no poetry in money, either." ~ Robert Graves
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Other curated ideas on this topic:
To be effective in organizations today, you must be able to influence people. Your title alone isn’t always enough to sway others, nor do you always have a formal position.
Having influence in the workplace has clear value : You get more done and you advance the projects you care abo...
We’ve all experienced it: a sense of frustration when you’re accountable for delivering value without having any authority over the people that are critical to delivering that value. Whether it’s stakeholders, customers, developers, designers, there’s only so much we can do to influence and creat...
Also known as The Peter principle of Incompetence, it claims that people who do their job well are promoted to positions of greater responsibility, and so on, until they reach a position in which they are incompetent, so they remain stuck in that position.
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