As the small plane taxied away from the terminal at Joint Base Andrews and toward the main runway, we settled into the cramped seats of the C-21 — the Air Force designation for a Learjet 35A —for the three-hour flight to our next destination. The aide-de-camp handed the boss his phone, and he began thumbing through the email that typically flooded his inbox. Meanwhile, the rest of the team focused on the various tasks of closing out one leg of our trip—a series of Congressional visits and a meeting in the White House—while preparing for the next: research questions posed by elected officials, draft the close-out report from the trip, prepare emails for the boss to send to leaders with whom he had met, and fine-tune products for our next scheduled stop.
“Hmm…”
If not for the roar of the engines as we ascended into the clouds above northern Virginia, you could have heard a pin drop in the aisle of the plane. The three of us—the aide, the public affairs officer, and myself—paused in mid-task, looked at one another for a brief moment before shifting our eyes toward the boss. It wasn’t a good sound, or one that we heard often. His eyes were fixed on the small screen in his outstretched hand, staring with an intensity that we recognized. He sat up straight in his seat, took off his reading glasses, and handed the phone over to us. “Read that. The whole thing. Then let’s talk.”
THE CIRCLE OF TRUST
To put it mildly, someone had broken the circle of trust. Among senior leaders, that circle—a small group of people with whom the leader shares an exceptionally deep level of trust—is sacrosanct. The personal and professional vetting necessary to enter the circle is significant and the privilege is extended to a rare few. You are expected to leave your ego at the door and be part of something bigger than yourself, part of a unique team, part of a family.
Loyalty is vital to the circle of trust. If you’re going to be a part of that inner circle, you commit to the cause: you live the values of the organization, demonstrate absolute honesty, give it your all each and every day. Demonstrate loyalty, and you will be welcomed to the team. Violate that trust, and you’ll soon find yourself on the outside looking in. And that’s exactly what had happened.
One of our peers, known for some occasionally spicy online commentary under his non de guerre, had posted something that had caught the eye—and the ire—of the Army’s senior leadership. Anonymity is rarely what it’s cracked up to be, especially in an era where doxing those with whom you disagree is increasingly common. In his case, any hope of anonymity had long since been lost, and he was already toeing a fine line when he finally crossed it. In doing so, he not only found himself outside the circle of trust, he was likely to meet the fate promised to Pete “Maverick” Mitchell early on in the film, Top Gun.
INFLUENCE WITHOUT AUTHORITY
Influence is inherent to serving within the circle of trust. While none of us possessed the command authority associated with the rank and position of the boss, we each had a high degree of influence associated with the inner circle. We were trusted to lead up, to help the boss navigate the complexities of leading a vast and decentralized organization. It was no accident that our invitations to the circle came with a copy of the book, Influence Without Authority; to paraphrase Stan Lee, “With great influence comes great responsibility.”
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 capable of taking charge.
1. Earn Trust.
Words like integrity, honor, and loyalty come to mind. Authenticity and transparency are paramount. Trust is the glue that binds the circle.
2. Forge Relationships.
Influence relies on relationships; when you’re not engaged with the boss, circulate across the organization and build a network of allies who can provide essential support.
3. Build Credibility.
To influence effectively, you have to possess both intelligence and wisdom; you won’t always share the experience level of those with who you interact, so you have to earn credibility where you can.
4. Leverage Informal Power.
The principle of reciprocity underpins influence without authority. Build a goodwill bank by being helpful and support to others. Cultivate your network with positivity.
5. Communicate Effectively.
A hallmark of influence is strong communication skills. Learn to write clearly, concisely, and directly; speak persuasively and with a fluency consistent with your level of influence.
6. Exhibit Confidence.
You didn’t just stumble into the circle; you earned your way there. Convey your thoughts with confidence and represent yourself—and the boss—firmly and assertively.
7. Practice Active Listening.
Learn to listen with more than your ears. As much as 55 percent of communication is relayed through body language and 38% via voice tone. Put down the notebook and read the room.
8. Lead with Your Heart.
In your role, you will interact with any number of different people dealing with issues you may never fully understand. Be an ally: lead with empathy, compassion, and humility.
9. Align Your Goals.
Much of influence without authority involves gaining buy-in from others within the organization, including senior leaders in other roles. The closer your goals are aligned with those of the organization, the better.
10. Consistently Deliver Results.
Nothing builds influence like a solid record of reliable performance. That means bringing you’re A-game to every effort. Don’t just be “in,” be all in.
We didn’t do much talking on that flight. Mostly, we listened; we closed our laptops, and one of the Army’s most senior commanders shared a lesson on leadership, trust, and loyalty that few experience. People make honest mistakes, and good leaders underwrite those mistakes. But this wasn’t an honest mistake—it bore the mark of hubris, of disrespect. And it wasn’t a mistake he could ignore. “Learn from this,” he said. “Remember this. We’re all on one big team here. If you can’t play by the rules, you won’t be on the team for very long.”
