Positive influencing: the essential skill for the modern leader

Strong leadership depends on how you connect with people, gain support and communicate ideas that move things forward. This blog shares three practical steps to help you set clear influencing goals, understand your stakeholders and plan communication that keeps everyone aligned and engaged. 

 

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Gone are the days when job titles guaranteed influence. Today’s leaders succeed not because of their authority but because of their ability to connect, communicate and collaborate. A McKinsey report found that while 58% of CEOs view external affairs such as stakeholder and community relationships as a top priority, only 12% feel successful in managing them. This gap shows that influence is not automatic; it must be built. To command a seat at the leadership table, you need more than domain expertise. You need influence, the ability to connect, align and create momentum across stakeholders. In complex, hybrid and fast-changing environments, positive influencing grounded in stakeholder engagement is a foundational leadership skill. 

Ask yourself: 

• How confident are you when influencing peers and executives? 

• Do you intentionally engage stakeholders, not just consult them, in shaping strategy? 

• Can you clearly show how your initiatives, especially around people, learning and change, advance the business’s future? 

The first step is engagement. 

Rather than seeing stakeholders as obstacles or audiences, view them as potential collaborators. It might sound easier said than done, but in this blog you will find three practical ways to engage stakeholders and strengthen your influence across the organisation. 

Step 1- Set strategic influencing goals

Before you can influence anyone, you need to know exactly what you want to achieve and why. Without that clarity, conversations can drift and messages lose focus. Start by defining what success means for you. Is it getting support for a new project, shifting priorities or building stronger collaboration across teams? Then think about who you need on board and what’s important to them. People are more likely to listen when they see how your goals connect to theirs. Influence takes time, so be realistic about what you can achieve and when. Quick wins can help build confidence, but lasting influence grows through steady progress and genuine relationships. 

Goals and strategy 

• What do you want to achieve, and why does it matter? 

• How does this link to your organisation’s priorities? 

• What steps or conversations will help move people in the right direction? 

Indicators of success 

• How will you know if your message is landing? 

• What signs show that people trust your judgement and are ready to act? 

Step 2- Build a detailed stakeholder analysis

Once you know what you want to achieve, take time to understand the people who can help you get there. How? Use a stakeholder analysis tool. Start by mapping out who’s involved and how much influence or interest they have. Adding brief details about each person or group, such as their priorities or preferred ways of working, will help you plan how to communicate with them effectively.Think of it as a living document that grows with your project. Keep it updated as you talk to people and learn more about their perspectives. Ask colleagues for input too, a fresh view can reveal things you might have missed. 

To get the most from your stakeholder analysis, look at five key areas that shape how people think and act. The VATIR framework helps you understand each stakeholder’s value, alignment, trust, influence and resources. 

Value 

• What knowledge, skills or experience do they bring? 

• How can their input support both your goals and wider business priorities? 

Alignment 

• What are their main priorities right now? 

• How closely do their goals and values align with yours? 

Trust 

• How strong is your relationship with them? 

• What has worked well (or not so well) in your past interactions? 

Influence and impact 

• How much influence do they have over outcomes or decisions, directly or through others? 

• What will they gain or lose from taking action? 

• How do your objectives solve a challenge for them? 

• How much will they be affected by the process or outcome? 

Resources 

• What time, budget or people can they contribute? 

• Do they have what they need to play their part effectively? 

Step 3- Develop a communication roadmap

You know who your stakeholders are, but how will you keep them engaged? How will you make sure your message is clear and relevant? A communication roadmap helps you plan what to say, when to say it and how to say it so everyone stays informed and involved. 

But communication isn’t a straightforward path. Different people need different levels of engagement. Some may only need quick updates, while others will benefit from regular conversations or active involvement in decisions. Use what you’ve learned from your stakeholder analysis to shape the right approach for each person or group, whether that means informing, consulting, involving, collaborating or empowering. 

Taking time to plan how you communicate helps manage expectations and keeps everyone moving in the same direction. When building your roadmap, focus on four key areas that will help you stay organised and consistent. The channel 

Choose the channels that best suit the kind of relationship you want to build. Think about what works for each stakeholder such as emails, meetings, video calls or informal check-ins. Make sure you have enough time and resources to use them effectively and that they fit your stakeholders’ preferences, location and communication style. 

The message 

Focus on what matters most to your audience. Make your message relevant to their goals and priorities. Support your ideas with clear evidence and explain the value behind them. Think about the emotions you want to evoke and how those might influence decisions. Be ready to answer questions and address concerns honestly. 

The plan 

Link your communication roadmap to your wider goals. Identify what you can achieve in the short, medium and long term. Show stakeholders the value they will get at each stage and be clear about what decisions need to happen and when. 

Review 

Keep your roadmap flexible. Set regular points to review progress and adapt your approach as needed. Check whether your communication is meeting its purpose and look for ways to improve clarity and impact over time. 

Looking ahead

Positive influencing works best when it is thoughtful and consistent. It starts with clear goals, an understanding of the people involved and a plan for open communication. Taking time to build alignment and trust helps you move ideas forward while creating a shared sense of purpose across your organisation.