In pharma, tech, and other complex global organisations, cross-functional collaboration is no longer a luxury, it’s business-critical. Yet many mid-to-senior level professionals face a major challenge: delivering results without formal authority. In today’s matrixed environment, influence matters more than hierarchy.
So how can leaders drive outcomes when they don’t hold the reins of positional power? At Zestfor, we coach technical experts, project leaders, and cross-functional managers to successfully influence across boundaries. Here are some of our key tips.
1. Build Credibility Through Competence
In environments where authority is distributed, people follow those they respect. Building credibility starts with delivering high-quality work, communicating clearly, and consistently demonstrating technical expertise.
Harvard Business School1 highlights expertise as one of the strongest sources of influence. When you deeply understand your subject matter and communicate that confidently, others naturally defer to your insights – even without a leadership title.
Wharton University2 reinforces this with its “Legitimise Your Leadership” step (part of a 4-part formula), which calls for building professional trust by establishing credibility without overplaying authority. The goal is to activate the emotional “Authority Trigger,” where your colleagues view you as capable and credible.
Let your track record speak for itself – but don’t be shy about sharing your wins. Visibility fuels influence; consider certifications or specialist courses to deepen and showcase your knowledge. Our Impactful Influencing Programme is designed specifically to help leaders master this vital skill.
2. Lead with Trust, Not Title
Trust is the currency of collaboration. Focus on building relationships across departments by showing empathy, following through on commitments, and respecting others’ priorities.
According to Harvard Business School1, relationships are another powerful source of authority. When you understand your colleagues’ motivations and priorities, you’re better positioned to lead them, even informally.
Wharton’s second step2, “Connect and Align,” echoes this. Creating a sense of shared goals and mutual interest activates the “Friendship Trigger,” which creates emotional buy-in.
We recommend getting to know your colleagues as people first. Ask about their goals, challenges, and how you can help them succeed.
3. Leverage Emotional Intelligence (EQ)
Emotional intelligence is critical when influencing without authority. Awareness of your own emotions (and skill in managing them) allows you to navigate tension, adjust your style, and stay calm under pressure.
Emotional intelligence also helps you read the room, pick up on unspoken resistance, and pivot your approach accordingly. With stronger emotional intelligence, you create psychological safety, manage conflicts constructively, and communicate with greater impact.
As Harvard Business School1 says, developing EQ also strengthens your ability to build meaningful relationships – essential for leading through influence.
Wharton2 advocates trigger-based communication: understanding what motivates others emotionally and tailoring your message accordingly. If your team needs support in developing these skills, our Building High Performing Teams programme focuses on team dynamics, collaboration, and EQ in matrixed environments.
4. Use Stakeholder Mapping to Strategise Influence
Not all stakeholders are equal – and your approach shouldn’t be either. Map out key players by interest and influence. Understand their goals, what motivates them, and how your project aligns with their priorities.
We recommend tailoring your communication to each stakeholder’s language and logic – whether that’s data, impact, or values.
Wharton’s “Engage and Ask” step supports this: ask questions to uncover what matters most to your colleagues. What are they “in it for”? This insight allows you to connect your message to their priorities.
ICAEW3 further highlights that stakeholder maps are not just tactical, they’re strategic. In today’s volatile environment, progressive boards use stakeholder mapping to identify and engage with all those who can materially impact the organisation’s future. These maps are essential for identifying emerging risks, aligning strategy, enhancing sustainability, and ultimately building long-term trust.
Effective stakeholder engagement, must be reciprocal, grounded in listening, and show a willingness to learn from all voices – including critical and non-obvious stakeholders. When done well, it allows companies to proactively identify risks, close perception gaps, and develop action plans that build trust and improve decision-making.
Harvard Business School1 also supports this approach, encouraging organisations to view stakeholder understanding as a leadership responsibility tied to successful long-term outcomes. By aligning with both obvious and less visible stakeholders, leaders can make better strategic decisions that gain wider support.
To deepen your team’s skills in this area, consider our Insights Team Effectiveness programme focused on stakeholder dynamics and working style alignment.
5. Build Organisational Understanding
Harvard1 identifies deep knowledge of internal processes and strategy as another form of informal power. When you know how to get things done (whether that’s securing sign-off, aligning with strategic initiatives, or influencing resource allocation) others will naturally follow your lead.
It is worth attending cross-departmental meetings, finding a mentor, and reading your organisation’s strategic documents to build insight into how decisions are made.
Wharton2 also encourages leaders to legitimise their role through deep organisational insight. Understanding your company’s structure, decision-making processes, and cultural nuances builds the credibility that drives influence.
6. Communicate with Clarity and Purpose
Influence requires compelling communication. Be clear, concise, and tailored to your audience. Explain the ‘why’ behind your ask and show how your proposal benefits the wider organisation.
Wharton’s fourth step, “Activate Hope by Providing a Reason Why,” points to the power of highlighting how your initiative supports others’ goals. It activates the Hope and Reason Why emotional triggers, increasing buy-in.
Use storytelling and case studies to paint a vivid picture of the potential outcomes.
7. Focus on Mutual Wins
Cross-functional collaboration thrives when all parties see value. Reframe discussions around shared outcomes and mutual benefits rather than your own agenda.
Leadership mindset: Shift from “How do I get them to do this?” to “How do we succeed together?” Strong emotional intelligence supports this mindset shift.
8. Know When to Escalate or Formalise Authority
Sometimes, informal influence has its limits. Harvard’s research1 advises that if repeated efforts to lead without authority stall, consider seeking visible support from a sponsor or supervisor. In recurring cases, a formal title change can reinforce your position and unblock resistance.
Frequently Asked Questions about how to Influence Without Authority
Empowering Leadership Beyond the Org Chart
Influencing without authority is no longer a niche skill – it’s a strategic capability. As organisations become more matrixed and complex, leaders must rely on trust, clarity, and emotional intelligence to mobilise teams and stakeholders.
By building credibility, nurturing trust-based relationships, applying stakeholder insights, and communicating with purpose, professionals can move projects forward even without formal power. The most effective leaders are those who influence by design, not default.
