One of the biggest shifts ambitious professionals have to make as they become a global leader is moving from being valued for what they know, to being trusted for how they influence.
Technical expertise still matters because it gives you credibility, judgement and substance, but it is rarely enough on its own once your work depends on other people, different functions, stakeholders, and relationships where you may not have formal authority.
This is where I see many capable professionals get stuck- they are good at the work, they understand the detail, they can see what needs to change and yet they still find themselves frustrated when others do not listen, prioritise or take action.
This is where influence matters.
Influence does not mean manipulation
In my recent podcast conversation with Laura Sellers, global executive and team coach for Procurement professionals, we talked about the difference between ethical influence and manipulation.
This distinction matters because some people I work with feel uncomfortable with the idea of influence, if they associate it with pushiness, politics or people trying to get their own way. For those who are more introverted, values-led or working behind the scenes, influence can feel like ‘who shouts the loudest.’
But ethical influence is not about forcing, pushing or persuading at any cost. Instead we talked about influence as building trust, understanding what matters to others and communicating in a way that helps motivate people to move forward together.
Laura works extensively with Procurement professionals, where influencing without authority is a core part of their remit. Many procurement leaders need to build credibility across the organisation, often with stakeholders who sit outside their sphere of influence, may not fully understand their value, or see their function as a support service, rather than a strategic partner.
That dynamic will feel familiar to many of you who work in other departments, outside procurement too.
Want to build stronger influence?
The confidence shift from expertise to relationships
I’ve noticed in my work that high achievers sometimes build confidence through a solid base of knowledge- they know the process, the data, or the technical answer, and that expertise helps them progress to a certain extent, but at leadership levels, the question changes.
It becomes less about, ‘Do I know the answer’, and more about, ‘Can I build the relationships that allow my ideas and recommendations to have impact?’
Laura made the point that it can feel uncomfortable, particularly if your confidence has always been anchored in being technically excellent. It can also feel challenging if you lead with introverted energy.
She shared that many of the procurement professionals she supports lead with introverted energy, yet this does not mean they are shy or unable to influence. Some of the most impactful leaders are those who listen carefully, build depth in relationships and choose their moment to speak.
Influence across cultures starts with curiosity
Influence becomes more complex when you are working across borders, languages and cultures.
A style that feels direct and clear in one context, may feel abrupt and unprofessional in another. A relationship-building approach based on taking time to get to know each other can feel normal in one culture, but may feel slow or unnecessary somewhere else. Some teams want direct conversations when things go wrong, while others need more time, space or individual conversations to work through tension and save face.
This is why Cultural Intelligence is so important, a core part of my work with clients. Laura talked about the value of asking simple but powerful questions, such as, ‘How do we want to work together?’ and ‘What does good look like?’ These questions may sound simple, but in global teams they are often not asked, and can prevent a great deal of friction.
Too often, leaders assume that everyone shares the same expectations around communication approach, collaboration in meetings, ways to challenge each other, attitude to timings or even definition of success. This is not always the case.
A culturally intelligent leader does not rely on their own natural behavioural preferences and hope others adapt to them. They become curious to understand what trust, clarity and ‘good work’ look like to the people in front of them, and what they expect of them as a leader.
Learn more about influence
Difficult conversations need self-awareness first
Many workplace relationship issues are not really about one big conflict, but smaller misunderstandings, unspoken assumptions and accumulated frustration that build over time.
Laura shared that a significant amount of her work is about helping people get along better, whether across teams, between individuals or in complex stakeholder relationships. Remote work, heavy workloads, pressure to ‘do more with less’, and unclear expectations can all make those tensions sharper.
She shared the drama triangle, where we may fall into the role of victim, persecutor or rescuer. None of these roles creates healthy influence, and the antidote is the empowerment dynamic, moving towards becoming a creator, challenger or coach.
This is not about taking full responsibility for an issue that could be co-owned, but choosing your response rather than being pulled into blame, rescue or defensiveness, and that shift is powerful because it gives you back agency.
You may not control how the other person responds, but you can decide how you enter the difficult conversation.
How do you influence without authority?
Do not leave part of yourself behind
One of the most thoughtful parts of our conversation was around identity, language and relocation.
Laura spoke about professionals who work in a second language or move into a new cultural environment and feel as if part of their confidence or personality gets left behind. They may be highly capable, fluent and experienced, yet still feel less themselves in the new context.
It’s something I see sometimes with my clients too, and that matters for global leadership careers.
If you are communicating in a second language, leading in a different culture or adapting to a new organisational environment, the goal is to integrate more of who you are into the way you communicate now. Your experience, background, language, identity and perspective are not things to hide, but part of what gives your leadership depth.
Questions to reflect on
How does your natural communication style help your influence, and where might it need to flex?
Before you step into a difficult conversation, what role could you be playing in the relationship dynamic?
What part of yourself might you be leaving behind when you communicate in a different culture, language or leadership context?
I explore these ideas further in my podcast conversation with Laura Sellers, How to influence without authority.
If this topic resonates, you may also find the confidence, clarity and connection pillars in my book, Become a Global Leader, useful for strengthening your communication, influence and Cultural Intelligence in complex workplaces.
And if you are navigating stakeholder relationships, preparing for a bigger role or trying to build influence without feeling you have to become someone else, you can book a clarity call with me to explore how I can support you.
