Six Ways To Gain Power And Influence Without Formal Authority

Forbes

22-04-2025

Colleagues discussing a crucial topic.
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Many employees feel stymied at work. They may have lots of ideas, perhaps even better ones than their colleagues and leaders do, but they don't know how to gain traction because they lack hierarchical power. In a recent conversation, Chris Lipp, director of management communication at Tulane University Freeman School of Business and author of The Science of Personal Power: How to Build Confidence, Create Success and Obtain Freedom, shares practical advice for building influence and making a difference even without formal authority.
Lipp defines personal power as an internal quality—it's both believing in our own capability to create impact and actually having the 'ability to manifest our values into the world.' Using this power effectively requires avoiding the usual ways that people in low-status positions and people who feel disrespected by leaders or colleagues try to be more successful: 'One is, you'll try to be more likable,' he says. 'Two, you might try to prove how great you are.' Unfortunately, these are merely 'low-power behaviors' that don't make a difference in how others see us.
Don't assume you're helpless, even if you have no formally recognized institutional power. Many employees take for granted that their lack of authority means that no one will respond to them, Lipp notes. But action equals impact, so if you change this 'false narrative' by taking action, others are more likely to respond to you as if you do have power. 'Initially, people may be upset and frustrated that you're pushing back,' he says, but 'although the initial response will be, maybe, frustration on the outside, that will alchemize into respect very, very quickly.'
Staying quiet may feel safer, but 'silence gives you no status ever,' says Lipp. 'You only get status when you speak up.' And it's surprisingly easy to overlook the influence that's actually available to us. 'So often, when we're in a place that disagrees with our values, we say, 'Oh, that's the way it is,'' and assume that there's nothing we can do,' he explains. Instead, 'break the illusion that you're powerless.' You can raise your profile if you 'take responsibility for what's happening,' especially during standard meetings or work gatherings.
One of the most direct ways to gain impact without hierarchical power, according to Lipp, is to align with your boss's vision. To accomplish this, you'll need to figure out first what your boss or other senior leaders actually want and then determine whether you're comfortable committing to those goals and means.
By understanding your boss's goals and amplifying their vision, you can demonstrate your value to them. If you become 'their loudest advocate,' as Lipp suggests, they'll begin to trust that you're committed to their success, and you can add value by problem-solving and working toward their desired outcomes.
Sometimes what you feel is the right thing to do for a team, project or process is not what your leader wants. Or perhaps your leader happens to be a micromanager or someone who resists other people's opinions. Leaders who overcontrol are often actually acting out of their own fears of being wrong or losing status, so Lipp counsels having compassion for them and trying to 'humanize them rather than demonize them.'
The best way to get buy-in and agreement from leaders, even touchy ones, is to show that you're looking out for their interests and helping them, Lipp says. 'If you're going to redirect the leader's focus, you need to communicate that it's in service to the leader and their own goals and their vision.'
But be savvy about how you offer your suggestions or comments. 'You don't want to do it necessarily in public, right?' says Lipp. 'Because you don't want to undermine their perceived authority in the eyes of others—that's huge.' Beyond demonstrating formal respect, 'you could formulate the benefits of what you're doing, not just for your vision, but for their own,' he says. One potential positioning he suggests using when speaking with your boss is: ''You will love this!''
It's not enough just to point out to your boss or others what you believe needs to be different. Anyone can do that, whether they're hanging around the watercooler or on Slack. Deliberations and discussions don't have inherent power. 'You need to come in with action plans,' Lipp says. You also need to understand your boss's concerns before you propose a new course of action, but 'don't keep deliberating and hoping they're going to do something deliberate. Get the information you need to make a real action, and then submit that as a plan. That's powerful. Anytime you submit action plans, your voice seems more powerful.'
If your boss doesn't agree with you right away, don't simply fold and withdraw. Being turned down provides you with situational data about what works and what doesn't in advancing your opinions and goals. So take rejection as an opportunity to refine your action plan or finetune how you present your proposal. Lipp sees 'getting a 'no'' as 'the first building block on the path to getting a strong 'yes.'' So don't regard loss as 'an ultimate defeat. It's just a test for you to remain intact with your values. It's a pushback that almost everybody who makes change faces at one time or another.'
If you're consistent about speaking up—not as a naysayer but as someone who sincerely wants to bring plans forward—Lipp says, 'people will respect you more' because they'll recognize the value of 'your consistent authenticity' and 'your voice.' What matters most is that 'you have to say what's true for you,' especially when it's uncomfortable.
As you continue to assess and align with your boss's goals, it's critical to center yourself internally. Be careful not to 'focus on others as your first step,' Lipp cautions, 'because then you're not really connected to yourself.' By staying anchored to your own goals, recognizing that you can affect others by speaking up and proposing actions that others can get behind, you can take pragmatic steps toward making a difference and start to build your own base of power.