Influencing Styles

Push and Pull Influencing Styles

The Push/Pull model (Conger, 1998) is a key framework for effective influence. Push tactics, such as giving direction, proposing solutions, or offering incentives can be useful when quick decisions are needed, or authority is established. In contrast, pull tactics rely on asking questions, listening, and involving others to build alignment. At senior levels, pull approaches are often more effective, as they respect the expertise and independence of decision-makers. A thoughtful balance between the two fosters engagement, trust, and shared ownership (Yukl & Tracey, 1992).

WIIFM: What’s In It For Me?

WIIFM, or “What’s In It For Me?”, is a key principle in persuasive communication (Cialdini, 2001). It focuses on aligning messages with what matters most to stakeholders. Senior leaders are more likely to engage with proposals that deliver strategic value such as financial returns, reduced risk, or reputational gain. Clearly communicating these benefits increases the likelihood of securing support and reflects a core skill in effective senior-level influencing.

Evidence and Rational Persuasion

Senior decision-makers often value logical, data-driven arguments making rational persuasion a key influencing strategy (Yukl, 2013). This approach relies on facts, analytics, and case examples to support proposals and boost the credibility of the presenter. Tools like ROI forecasts, performance data, and comparative benchmarks are particularly effective at this level. Byun et al. (2023) found that rational and soft tactics also reduce stress and improve performance among remote professionals. However, while solid data can validate a position, it becomes more powerful when integrated into a broader narrative that connects the evidence to strategic goals and vision.

The Power of Storytelling

Storytelling is a powerful way to convey complex ideas with clarity and emotional impact (Denning, 2005). It allows leaders to illustrate values, share vision, and bring abstract concepts to life. In senior settings, well-chosen stories like a successful change, or a competitor’s misstep often resonate more than data alone. Authentic, relevant, and well-structured, storytelling can inspire action, build connection, and align stakeholders around a common goal.

Inspiring and Vision-Led Influence

Influence grounded in inspiration taps into purpose and long-term vision; key elements of transformational leadership (Bass & Avolio, 1994). Leaders who communicate with passion and authenticity can shift conversations from transactional details to big-picture impact. This approach is particularly effective during change initiatives, or when aiming to build commitment over time. By focusing on shared values and a sense of legacy, inspiring influencers can create energy and alignment around strategic objectives.

Bridging Differences and Building Consensus

Senior-level decisions often involve stakeholders with differing goals or perspectives. Bridging is an essential technique for creating cohesion, helping individuals or groups find common ground. It requires strong listening skills, emotional awareness, and the ability to reframe issues in a way that speaks to all parties. Bridging is especially useful in complex, cross-functional initiatives where alignment is critical, and clarity is still emerging (Heifetz & Linsky, 2002). When done well, it strengthens relationships and promotes lasting agreement.

Influencing Through Peers and Social Proof

Even at the highest levels, people are influenced by the views and actions of those they respect. Peer influencing draws on the principle of social proof (Cialdini, 2001), whereby individuals are more likely to support a course of action if they see others doing the same. Gaining early endorsement from influential colleagues or board members can build momentum and lend credibility to a proposal. This type of influence is particularly effective in flatter leadership structures, where formal authority may not be the most persuasive tool.

One-To-One Conversations and Strategic Lobbying

Significant influence often happens behind the scenes, through one-to-one conversations held before formal decision points. Strategic lobbying allows for tailored communication, early testing of ideas, and the chance to quietly surface and resolve objections. These informal meetings help build relationships, align interests, and foster trust; often making the difference between passive agreement and active advocacy. As Mintzberg (1983) noted, informal networks can have greater sway than formal roles, especially when it comes to sensitive or complex decisions.

Influencing at board and senior level requires insight, strategic thinking, and adaptability. It involves understanding stakeholder priorities, using a range of techniques, and adjusting style to suit the context. Effective influencers do more than share ideas - they build trust, inspire confidence, and align messages with organisational goals. These skills are key to gaining support and driving impact at the top.