“The key to successful leadership today is influence, not authority.” – Ken Blanchard
“How can you lead when you’re not actually the person in charge?”
It’s a fair question, one that I am asked more often than you might think. A question that spurs a fair degree of reflection. The answer is simple, yet not so simple – you lead from behind.
In truth, very few of us ascend to the corner office. We might have a fancy title or a truckload of responsibilities, but we spend the majority of our days supporting those people who occupy the corner offices, whether in staff or support roles.
But that doesn’t mean we can’t lead in our own right.
Influence Without Authority
There are two aspects of this phenomenon, both derivatives of the informal authority common to leaders without a corner office: influence without authority and leading without a title.
Wielding influence without a position of formal authority is a critical skill that requires both a deft hand and a high degree of social and emotional intelligence. You have to be as persuasive as you are capable, able to make a compelling argument that is supported by evidence yet still convincing and emotionally appealing. Even when you’re not in change, you have to be capable of taking charge.
Influence Without Authority, the remarkable 2005 book by Allan Cohen and David Bradford, was required reading when I first served on the staff of a senior military leader. The book serves as a roadmap for achieving goals in environments where formal power is absent, where social and emotional intelligence are the compass and map used to navigate those environments. The book centers on the idea that influence is built on the concept reciprocity – building a bank of goodwill that yields cooperation and collaboration.
Rather than relying on authority, informal leaders leverage empathy, strategic thinking, and ethical negotiation. This fosters the ability to build trust, generate value and foster collaboration – vital skills for navigating complex organizational dynamics and driving positive change without the formal authority to direct such change.
Leading Without the Title
The other aspect of leading from behind involves establishing your credibility as a leader even when you’re not in a formal leadership role. For many, the natural inclination in such situations is to fade into the background and defer to those with formal titles and authority. In practice, however, there are few more important times to demonstrate your abilities as a leader.
Leading without a formal title is often the single greatest test of character a leader can confront. Two distinct attributes come into play: genuineness and authenticity. Although the terms are often used interchangeably, the differences between them are noteworthy. Genuineness refers to “being real,” acting without pretense and demonstrating your true self. Authenticity is a specific leadership style rooted in self-awareness, integrity, and a strong foundation of core values and principles.
In practice, the two come together in a seamless tapestry of words and deeds. Daniel Abrahams, an Australian attorney and writer, captured a short list of the signs that reflect the richness of this tapestry in action:
1. People seek your advice.
You’re someone whose judgment and insights are respected and trusted. As a result, you become a focal point for informal advice and feedback.
2. You take the initiative.
You lean in where others are reluctant. When something needs to be done, you consistently step up; you solve problems before being asked, often before they become problems.
3. Your actions inspire others.
People naturally follow your lead. You motivate others to do better, to do more.
4. You stay calm under pressure.
When things get chaotic, you maintain your cool. Challenges only intensify your focus.
5. You empower others.
You demonstrate a genuine commitment to building the next generation. People recognize that and follow your lead.
6. You lead by example.
The three most important words in the leadership lexicon. You don’t just align your actions and words; you live the values and ethics others want to emulate. You set the tone; you are the standard bearer
7. You take responsibility.
You never punch down. You own your mistakes and use them as learning opportunities. And you don’t make a habit of making them.
8. You build trust.
People know that they can trust you, that you will do what you say. You are someone that others know they can rely on when it matters and that, well… matters.
9. You communicate clearly.
You demonstrate one of the most valued traits among leaders: the ability to make complex ideas understandable for everyone. You are a fountain of common sense.
10. You celebrate the success of others.
You recognize that it’s not about you, it’s about them. You give credit where credit is due and genuinely enjoy seeing others succeed.
You don’t have to have the keys to the corner office to lead. You don’t have to carry a lofty title to do the right thing every day. You can be on the bottom of the organizational chart and still be a leader. Leadership is what you do each and every day, not a position or a title.
