Where does he have influence?

At first glance, it might seem that studying your boss’s reputation and level of influence would yield the same insights. Actually, they’re quite different. He might have a reputation as a difficult colleague to work with, but that doesn’t mean he can’t have impact across the organization. Reputation has to do with people’s perceptions; influence has to do with getting things done. Influence is gained by demonstrating a track record of success, having great ideas, and being able to execute. So, does your boss have influence? Does he have the power to get people to do what he wants? Is he a thought leader in the company?

Your homework assignment for this question involves two insights: 1) with whom does he have influence, and 2) what issues or decisions does he successfully impact? Let’s start with the senior managers he’s able to influence. Look at his track record and consider his success and failures. Is there a pattern? Does he have more success with male peers than female colleagues? Does he have more sway with new leaders or long-tenured executives? Does he have more influence with line leaders or staff leaders? Does he have impact in the field, or is it mostly in the home office? Take the relationship map that you created for question seven in Step 1 and highlight those leaders your boss tends to successfully influence. Where are they in the organization? What do they have in common? Is there any way to help him expand this list?

Ahmad is facing this exact situation. He works in Information Technology, and while his boss has no trouble influencing other staff leaders, he’s failed many times to influence business leaders to try new product or service offerings. The boss has the respect of the other staff groups, but hasn’t proven himself with the line executives. As it happens, Ahmad came from the major line of business, so he’s working to establish his boss’s reputation with that group through regular conversations with the leadership team.

The second insight involves the type of issue or decision he typically impacts. Is it just what’s in his functional domain, or does he have influence beyond his area of expertise? Are they small issues, or can he make things happen on big organizational challenges? Make a list of the issues or decisions he’s able to influence. What stands out for you? As you consider his track record, would you say he’s a major player in the company, or is he merely performing his specific functional duties?

While his reputation and ability to influence might yield different insights, the implications for you are similar. If he has power in the organization, then that bodes well for you (a rising tide lifts all boats when it comes to organizational influence). If he doesn’t have much influence, you may have trouble getting traction, too. If he’s not driving a lot of decisions, there are a couple of things you can do. First, help him get some quick wins by finding an issue that needs his input. Pave the way with your contacts, and put him in position to influence the decision. Second, try to get more involved with your department or company’s strategy development process. Again, use your relationships to determine where your group can have greater impact, and steer your boss to a place where he can add the most value.

Your boss’s ability to influence the organization affects his confidence, attitude, and behavior. What he wants from you in any given situation may depend on how he feels about his own current level of influence in the company. Take a hard look at whom he influences, and why. Likewise, study the issues he successfully impacts. Accurately reading his positional power will tell you a lot about his state of mind, which in turn will explain a lot of his behavior.