Influence and Impact

Influence and Impact Plot Summary

Introduction

Every day, countless talented professionals feel frustrated, wondering why their hard work isn't translating into the recognition, advancement, or impact they desire. You may be one of them - doing what you believe is your job, only to discover that what your organization truly needs might be something entirely different. This disconnect isn't merely disappointing; it's the primary reason why many capable people feel stalled in their careers despite their best efforts. What if the key to greater influence and professional fulfillment isn't working harder, but working differently? The path to having meaningful impact starts with a fundamental shift in perspective: understanding what your organization actually needs from you most - not what's written in your job description, not what you're comfortable doing, and not what you've always done. When you align your focus with the organization's most essential priorities and adapt to its cultural expectations, you unlock your ability to influence others and make the impact that truly matters.

Chapter 1: Understand What Your Organization Really Needs

At the heart of professional frustration lies a simple but profound disconnect - many talented people aren't focused on what their organization truly needs from them. They're doing what's comfortable, what's familiar, or what they wish their job was, rather than what's most important to their company's success. This misalignment, often unintentional, creates a gap between your efforts and your impact. Consider Frank, a skilled marketing executive who transitioned to managing a small business unit within a global pharmaceutical firm. Despite his strategic thinking and analytical marketing abilities, he quickly became mired in operational difficulties. Two of his team members resented his presence, logistics and supply chain issues emerged that weren't apparent earlier, production slowed, and quality control problems arose at one of their facilities. The global head of operations demanded extensive weekly details and sent in a Six Sigma team to evaluate processes. Frank realized that his strengths as a strategic thinker weren't being utilized in this general management role that required constant focus on small details and conflict management. When a global marketing position opened with the new head of the International division, he made a lateral move and returned to his high-performing status. Frank's experience highlights how even talented professionals can find themselves in roles that don't align with their strengths. His objective had always been to become a CEO, and all his career moves were made with that goal in mind. Yet when he actually stepped into a general management role - traditionally seen as a stepping stone to CEO - he discovered it wasn't what he thought it would be. The daily realities of the position didn't match his strengths or preferences. This mismatch between what we think our job is and what the organization actually needs happens for several reasons. Some people fall back on doing what's easier - like completing tasks their direct reports should be handling because "it's faster" or "they can't do it as well." Others attempt to do the jobs their colleagues or even their manager should be doing, creating friction and undermining relationships. Many revert to familiar skills from previous roles rather than developing new capabilities required for their current position. And some simply follow their job description to the letter without adapting to changing organizational needs. The solution begins with accepting your current reality. This means understanding that you don't control your job definition - especially in larger organizations where multiple stakeholders influenced your role before they ever met you. It means recognizing that you have strengths, weaknesses, and preferences that may or may not align with what's needed. And it requires acknowledging that everyone needs to adapt to be effective in their specific organizational context. Your path to greater influence starts with rediscovering your value through self-awareness, understanding your true strengths, and connecting those strengths to what your organization actually needs most. When you focus your attention on the mission-critical business and cultural priorities of your organization, you position yourself to deliver what matters most - and finally get the recognition and impact you deserve.

Chapter 2: Identify Your Hidden Strengths and Purpose

We all possess unique capabilities that make us valuable, yet often what we believe are our strengths may not align with what our organization truly needs. Identifying your genuine strengths – not just what you enjoy doing or what's comfortable – is essential for maximizing your influence and impact. This requires an honest assessment of your talents, knowledge, skills, and experiences that create your unique value proposition. Dana, a CEO referred for coaching by a private equity board member, provides an illuminating example. He had joined a company as chief executive and initially provided strong inspirational leadership that reenergized the organization. However, by the fourth quarter, revenues and cash flow had fallen significantly below targets, causing the board to become deeply involved. They identified two critical issues: Dana's leadership team wasn't performing adequately, and the commercial team consistently missed their targets. Dana had spent his career in commercial roles and had successfully turned around an underperforming division of a conglomerate. He approached his current role using "the philosophy that has served me well," focusing on identifying low-hanging fruit. During coaching, Dana's breakthrough came when asked about the private equity firm's exit plan. He realized, "I thought I had a few years, but they seem to be in the process of getting out of many B2C assets. Maybe I only have 12 to 18 months, not three years. That means I need to focus on the tactical, day-to-day activities of the sales force and make sure I have a team that is 100% focused on the other issues. But that de facto makes me senior vice president of Sales, doesn't it? That's not what I signed up for." After verifying this insight with PE advisors and his leadership team, Dana shifted his focus entirely to commercial success. He hired a supply chain leader and leaned on his heads of marketing and finance. Almost immediately, revenue, bookings, and cash flow improved beyond targets. When the PE firm received an attractive offer to purchase the company, Dana remained disciplined about his priorities. During due diligence, when asked to handle work assigned to consultants, he maintained focus: "This isn't my top priority. My priority is still making sure we are positioned to sell, not to sell myself." Understanding your strengths requires examining four key domains. Technical skills relate to the specific expertise needed for your role. Leadership strengths help move business forward through strategic thinking, vision, and innovation. Management strengths enable you to direct others and develop teams. Personal strengths create trust and enthusiasm through communication and relationship building. Equally important is identifying your values - the underlying beliefs that guide your decisions - and your preferences for how you like to work. Your mission flows from three essential questions: Who or what needs me? What do they need and why? What must I deliver to meet those needs? Richard and Michelle Laver's story about founding Kate's Farms nutritional health company exemplifies this discovery process. Their daughter Kate was born with cerebral palsy, making normal eating impossible. As Richard explained, "Michelle and I decided it was time to take matters into our own hands to try and alleviate Kate's symptoms and together we tried to find the most holistic ingredients we could so that our daughter would start feeling better." Their mission emerged from addressing this profound need, eventually growing into a business that helped many others. The final step is applying your strengths and mission to what your organization needs most. This means moving beyond what you think your job should be or what you prefer doing, and focusing on the essential priorities that will create the most value. When you align your natural abilities with your organization's critical needs, you position yourself to make contributions that others recognize and value - the foundation of true influence and impact.

Chapter 3: Align Your Mission with Organizational Goals

Discovering what your organization truly needs from you requires careful observation and strategic information gathering. It's about going beyond the formal job description to uncover the unwritten expectations and cultural norms that determine success. This alignment process starts with understanding your business, culture, manager, and stakeholders at a deeper level than most people ever attempt. Oskar, a board member with a private equity firm, referred Dana to a coach because despite his engaging personality and inspirational leadership, Dana had encountered serious headwinds. By mid-Q4, revenues and cash flow were significantly lower than needed, causing the board to become deeply involved. The coach asked Dana a pivotal question: "What is the private equity firm's exit plan?" This prompted Dana to realize that instead of having three years, he might only have 12-18 months before the firm divested its B2C assets. Dana verified this insight with PE advisors and his leadership team, who confirmed: he needed to focus on commercial success for the next 12 months. Dana hired a supply chain leader, leaned on his marketing and finance heads, and quickly brought revenue, bookings and cash flow above target. The PE firm received an attractive offer sooner than anticipated and began the sale process. Dana was the only executive the new owner asked to remain with the management team. Understanding your organization's priorities begins with knowing its mission, vision, values, and business strategy. Different functions, units, and divisions may have different priorities. While Apple as a whole focuses on design and innovation, Apple Stores are all about service and creating loyal customers. You need to understand both the corporate strategy and how your specific area contributes to it. The organizational culture is equally important. Culture can be understood at three levels: observable behaviors and interactions (artifacts), articulated values and attitudes (operating principles), and underlying assumptions about individuals, groups, and organizations (mental models). Learning the cultural norms will increase your cultural agility and ability to communicate effectively within the organization. Your manager's expectations are perhaps the most critical element to uncover. Start by asking direct questions: What was I hired to do? What do you need and expect from me? How should I communicate with you? But don't stop there. Observe what your manager pays attention to in meetings, when they probe for details versus when they move on quickly, and what they prioritize in their own presentations. This will reveal what they truly value, which may differ from what they say. José, who joined a firm from a fast-moving, deal-focused organization, was accustomed to having autonomy. After six months, his manager pointed out that decision by consensus was the norm in their organization, and a single person could delay decisions by expressing concern about minor risks. José created a stakeholder map and asked his manager for feedback. She identified over a dozen individuals whose involvement would be essential for various business moves. Although José didn't understand why these people should influence his decisions, he engaged with these stakeholders and listened to their concerns, making his decision-making more straightforward and productive. The final piece of alignment involves mapping your stakeholders and understanding their needs. These include people in your direct line (your manager, your manager's manager, your direct reports), people in your indirect line, suppliers who provide you with information or materials, and customers who depend on you. For each stakeholder, identify what they need from you and what success looks like from their perspective. Through this discovery process, you'll be able to write what we call your "working job description" - the essential what, how, and why of your role that may differ significantly from your formal job description. This clarity about what your organization actually needs from you most is the foundation for enhancing your influence and impact in ways that will be recognized and valued. When you align your mission with organizational goals, you transform from someone doing tasks to someone creating meaningful value that others can see and appreciate.

Chapter 4: Develop a Personal Strategic Plan for Success

Once you've clarified what your organization truly needs from you, the next crucial step is developing a Personal Strategic Plan that will guide your transformation. This isn't just a to-do list; it's a comprehensive framework that aligns your strengths and values with the organization's priorities in ways that will enhance your influence and impact. Didi's situation illustrates the power of such a plan. As a leader of account managers who consistently exceeded their goals, she nonetheless felt frustrated with both her manager and company. She believed she'd been passed over for promotion and received neither respect nor recognition for significant accomplishments. Considering looking elsewhere, she agreed to work with an executive coach first. Based on a 360° assessment and personality tests, they identified that while Didi excelled at driving results and motivating her team, these strengths came at the cost of effectiveness with peers and internal customers. Others perceived her as focused on her own agenda rather than reaching shared solutions, and she prioritized the work itself without building relationships that would make others want to collaborate. From this analysis, Didi developed three change objectives: First, develop a clear understanding of what all stakeholders wanted from her team, including her manager and top internal customers (a business-focused change). Second, look for win-win solutions rather than "setting limits" on seemingly unreasonable requests (a political change). Third, shift her communication approach to demonstrate benefits to customers and stakeholders rather than highlighting the quality of her team's work (an interpersonal change). By focusing on these priorities while maintaining her strong results, Didi received both the promotion she wanted and a significant pay increase within a year. Your Personal Strategic Plan begins with your working mission - defining your purpose in the context of your organization. For example, "Use my experience and knowledge as a marketer to help both our services and our people leverage their strengths in a way that others immediately understand their value." This is followed by your ways of working - the specific guidelines derived from your values that will shape how you operate. Then come your change objectives, which typically fall into three categories: business-focused changes (how you manage priorities and structure your work), interpersonal changes (how you interact with and relate to others), and organizational changes (how you navigate the political landscape). Business-focused strategies address issues like feeling overwhelmed by emails, meetings, or tactical burdens. Eleanor, a chief development officer at a large nonprofit, was meeting financial goals but her manager felt she was too deep in the details. With 12 direct reports, she couldn't focus beyond day-to-day work. By restructuring her organization into three teams plus two individual contributors, Eleanor created space to work on longer-term strategic issues like novel fundraising vehicles and contingency plans. Interpersonal strategies focus on social skills and emotional intelligence. This involves understanding your own emotional states and those of others, displaying empathy, and adopting behaviors that build relationships. Sometimes small changes make significant differences, like acknowledging people in hallways rather than walking past absorbed in thought, or demonstrating that you've listened to others before responding. Organizational strategies involve developing political intelligence - the ability to build and maintain networks of colleagues at all levels who will support your objectives. This means knowing how decisions are made, who influences whom, and advocating effectively for your team members. As one executive explained to his challenging business development lead, "You have to earn the right to tell people what to do who don't report to you. You do that by building a relationship with them." The key to a successful strategy is selecting the right priorities. Limit yourself to three areas of focus, as trying to change too many things at once will diffuse your efforts. For each objective, develop specific, measurable, achievable, relevant, and time-bound (SMART) actions that will move you toward your goal. Remember that your plan should be iterative - you'll test hypotheses, evaluate results, and refine your approach as you learn what works in your specific context. With a well-crafted Personal Strategic Plan, you'll transform how you work in ways that align with what your organization needs most, enhancing your influence and impact where it truly matters.

Chapter 5: Build Your Network and Demonstrate Value

When you've identified what your organization needs and developed a strategic plan, it's time to demonstrate your value and build the relationships that will amplify your influence. This isn't about self-promotion but about making your contributions visible in ways that benefit others and the organization as a whole. Annalise's story shows how clear communication about your career aspirations can lead to opportunities. As head of marketing for a regional division, she had been on a fast track for growth when she quietly informed her manager that she was adopting a child and wouldn't seek advancement until her child reached school age—about five years. Her manager removed her from the succession chart but allowed her to continue in her current role, which she managed within a standard schedule. When her daughter reached school age, Annalise approached her manager (now a senior vice president) and said she was ready to "get back on the career track." Appreciating her honesty, he helped her secure a significant stretch role in another region where she continued to excel, driving market growth and brand recognition. Consistent delivery of results is the foundation of demonstrating value. This is particularly meaningful when you push through challenges. As one client explained, "You have to drive for the vision, adapting but not getting off course.... I assessed the situation, laid out the strategy and the roadmap, and had a maniacal focus on executing on the roadmap, always tying it back to the strategy. Don't get distracted by other initiatives." When you miss targets, take full ownership without excuses, and explain what you'll do differently going forward. Finding ways to innovate further demonstrates your value. Edwina, responsible for global customer support for warranty services, joined a company that relied on spreadsheets and word documents for contract extensions, certified repair sources, and rebate checks. Drawing on her fintech startup experience, she developed a cloud-based support system pilot. Within six months, she reduced turnaround time by 50% and significantly increased customer satisfaction ratings while retraining staff to avoid layoffs. This led her manager to commit resources to an enterprise-wide rollout with significant efficiency gains. Solving problems for your manager and their manager is another powerful approach. Start by anticipating their assumptions and priorities, then adjust your communication style to their preferences. Give them pre-reads that tell the complete story, even if they don't always read them. Similarly, address stakeholder needs by practicing nemawashi—the Japanese term for building support by gathering input and ensuring concerns are integrated into your solution. As one client explained, "Everyone has certain objectives. Understanding their objectives is important to being successful.... Know who your stakeholders are, their concerns or what they hope to accomplish." When communicating your value, focus on the work rather than yourself. Talk about your team's accomplishments without self-aggrandizement. Bring insights rather than just information—executives want to understand why data matters to them and what they can do with it. Synthesize multiple perspectives to find "both/and" solutions rather than forcing either/or choices. Take responsibility for problems rather than blaming team members, and back up your team's decisions in public even if you address issues privately later. Growing your value means proactively seeking new responsibilities. Put your hand up for assignments that stretch your capabilities, particularly those solving persistent organizational problems. Jump in to fill gaps when you see them, especially during crises or when your manager is unavailable. Leading among peers without formal authority demonstrates true influence and impact. This requires a clear understanding of priorities, a history of problem-solving with colleagues, an authentic leadership style focused on organizational good, and the ability to remain calm during challenges. The COVID-19 pandemic provided many examples of professionals expanding their impact. Erica, a Learning and Development leader, had set goals to digitize training content and implement a learning technology roadmap. When the pandemic hit the hospitality industry, her team created over 100 digital learning assets supporting new cleanliness protocols, completed by 430,000 associates within two months. They also curated resources to support furloughed associates and repurposed their technology platform to support broader HR initiatives. These efforts accelerated acceptance of virtual learning while providing essential support during a crisis. By consistently demonstrating value, communicating effectively, and expanding your responsibilities, you build a reputation as someone who delivers what the organization needs most. This creates a virtuous cycle where greater trust leads to more opportunities, allowing you to have even more influence and impact across the organization.

Chapter 6: Navigate Change and Resistance Effectively

When you begin aligning your work with what your organization truly needs, you'll inevitably encounter resistance – both from others and, surprisingly, from within yourself. Successfully navigating this resistance is essential to enhancing your influence and impact over the long term. Greg Pennington's work with Black American leaders in corporate settings illustrates powerful approaches for overcoming resistance. After interviewing 500 corporate P&L leaders, his research identified five strategies: calibration, information, demonstration, negotiation, and transformation. Ann's experience in the construction industry shows the importance of calibration – validating your perceptions by comparing them to reference points. As a woman attempting to build her own construction business, Ann took full responsibility for her struggles, believing that if she just worked harder, she would succeed. As her business stagnated, she shifted from confidence to self-doubt: "Maybe I am not cut out for this." Only when she found a peer who served as a sounding board did she realize the industry presented structural obstacles beyond her control. Byron, an executive in a global manufacturing enterprise, used information gathering effectively. Throughout his career, he received feedback that he was "too direct and intimidating" – common feedback given to Black men. He felt his current manager didn't fully support him, and despite several roles across three business units, his positions often included interim assignments or lateral moves. Through his network, Byron learned about key career-accelerating assignments and differential inclusion rates for people of color in various businesses. He eventually took an overseas assignment based on information that global experience was valued in promotion decisions, and it moved him out of a business unit with a poor track record of promoting people of color. Curtis, a CFO considered as a potential CEO successor, demonstrated the power of performance. When asked to run a major business unit to prove his P&L capability, he performed well while one competing candidate failed and another struggled. Yet when Curtis pressed whether he was now the leading candidate, he was told his business wasn't performing well enough to separate him from the other remaining candidate. In a moment of frustration, he exclaimed, "What does a Black man have to do to be CEO here?!" This comment was overheard and raised concerns among decision-makers. Curtis later explained, "No Black person gets to this level in corporate America without recognizing there is a Black tax to pay. You are better off assuming you have to do more than others to even be in the game." Curtis eventually became one of the few Black CEOs of a Fortune 100 company by consistently overperforming. For Nigel, a global wealth management fund leader, negotiation became necessary when his boss consistently greeted him with "What's up Slick?" while addressing others by name. When Nigel raised the issue, his boss claimed it referred to Nigel's dress style and told him not to be "so sensitive." After this unsuccessful negotiation, Nigel left for a competitor within two weeks, deciding there was nothing left to discuss after making a clear request that was refused. Melvin, a high-potential leader in a public utility, demonstrated transformation. As he approached an officer-level position, he worried he would have to "become less Black" – a concern his family and friends seemed to confirm. Through self-examination, Melvin realized he had remained true to himself throughout his career while recognizing that unconscious bias may have caused him to exaggerate some behaviors. He learned to distinguish when his behavior was driven by proving he was right versus improving a decision. Melvin ultimately retired as a utility president, using his position to mentor Black leaders, demand diverse recruiting sources, and establish leadership peer circles across companies and professional associations. These stories illustrate that while bias and resistance are real, you have agency in how you respond. You can calibrate your experiences to validate what's happening, gather information to understand patterns, demonstrate exceptional performance to counter doubts, negotiate for change when possible, and ultimately transform both yourself and your organization. By approaching resistance with these strategic mindsets, you maintain your authentic self while increasing your influence in ways that matter to you and your organization.

Chapter 7: Take on More Responsibility and Expand Impact

Having aligned your work with what your organization truly needs, you're now positioned to expand your impact by taking on greater responsibilities. This final phase isn't about waiting for recognition – it's about actively demonstrating your readiness for bigger challenges while maintaining focus on delivering exceptional value. Expanding your impact begins with consistently delivering results on your most important priorities. As Erica Spencer, a Learning and Development leader, demonstrated during the COVID-19 pandemic, moments of crisis create opportunities to show what you're capable of. When the pandemic devastated the hospitality industry, her team had to pivot from their planned digitization efforts to creating immediate solutions. They developed over 100 digital learning assets supporting new cleanliness protocols, completed by 430,000 associates within two months. They also curated resources for furloughed associates and repurposed their learning platform to support broader HR initiatives like an associate health screening program. By adapting to what the organization needed most during crisis, Spencer's team accelerated acceptance of virtual learning while providing essential support. Finding ways to innovate demonstrates your readiness for greater responsibility. Look for opportunities to streamline processes, simplify work, or challenge established methods. Ask questions like "Can we accelerate this process?" or "What if we didn't have the same constraints – what could we accomplish?" When you solve persistent problems for your manager or their manager, you show you're capable of thinking beyond your current role. Anticipate their assumptions and priorities, adjust your communication to their preferences, and provide complete context for your recommendations. How you communicate your value matters tremendously. Talk about the work rather than yourself – share your team's accomplishments through town halls, joint team meetings, or targeted email updates to stakeholders. Bring insights rather than just information by showing why data matters and what can be done with it. Synthesize multiple perspectives to find "both/and" solutions rather than forcing either/or choices. When presenting to executives, remember they want to know, "Why should this matter to me, and what can I do with it?" Taking responsibility for problems rather than blaming team members builds trust throughout the organization. As Harry Truman famously said, "The buck stops here." Similarly, backing your team's decisions in public demonstrates leadership integrity, even if you address issues privately later. These actions show you're focused on organizational success rather than personal credit. Actively seek new responsibilities by putting your hand up for assignments that stretch your capabilities. Let your manager know you're looking for additional challenges or volunteer for work that leverages your skills in new contexts. Sometimes it makes sense to jump in and fill gaps without waiting for permission, particularly during crises or when your manager is overwhelmed. Leading among peers without formal authority demonstrates true influence and requires a clear understanding of priorities, a history of collaborative problem-solving, an authentic leadership style, and calm under pressure. Building a network beyond your direct reporting line creates pathways to new opportunities. Follow the AIDA principle: create Awareness by sharing your team's good work, show Interest in what others are doing, trigger Desire by addressing unmet organizational needs, and inspire Action when opportunities arise. As one executive's experience with Coca-Cola Japan illustrates, impressing stakeholders outside your reporting line can open unexpected doors when they specifically request your expertise. When taking on more responsibility, remember what Kerry Bessey, former CHRO at Memorial Sloan Kettering, calls "talent scouting" – looking for transferable skills rather than just experience. After arriving at MSK, Bessey needed to replace her head of compensation and benefits. Rather than limiting her search to HR, she identified a compliance and audit leader with the analytical skills and board experience needed. This unconventional move benefited both the individual, who gained new skills and energy, and the organization, which leveraged her deep institutional knowledge in a new context. The path to expanded impact isn't always vertical. It might involve lateral moves that broaden your expertise, special projects that showcase your capabilities, or informal leadership that demonstrates your ability to influence without authority. What matters is consistently delivering what your organization needs most, communicating your contributions effectively, and actively seeking opportunities to create greater value. By doing so, you build a reputation as someone who can be trusted with increasingly important responsibilities – the foundation for lasting influence and impact.

Summary

Throughout this exploration of discovering your value and enhancing your influence, one truth stands paramount: professional fulfillment comes not from doing what you think your job should be, but from understanding and delivering what your organization truly needs most. As one executive wisely noted, "You have to earn the right to tell people what to do who don't report to you. You do that by building a relationship with them." This insight captures the essence of genuine influence - it flows from alignment, self-awareness, and the ability to create value that others recognize. Your journey to greater impact begins today with a single powerful step: Observe the gap between what you're currently focused on and what your organization actually needs. Identify one mission-critical priority that deserves more of your attention, and one cultural norm you could better adapt to. Make these adjustments with consistency and patience, knowing that meaningful change doesn't happen overnight but grows through persistent, aligned action. When you focus your unique strengths on what matters most to your organization, you create the foundation for influence and impact that transforms not just your career, but the value you bring to everyone around you.

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George B. Bradt

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