Influencing skills are no longer a “nice-to-have” for managers—they are a core leadership capability. In modern organizations, authority alone rarely gets things done. Teams are cross-functional, remote, diverse, and often more informed than ever. As a result, successful managers influence rather than command. They persuade, align, motivate, and guide decisions without relying on formal power.

This article explores the best examples of influencing skills for managers, showing how they work in real situations and why they matter. Each example reflects a practical leadership scenario you’re likely to encounter, whether you manage a small team or a large organization.

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1. Influencing Through Clear Vision and Purpose

One of the strongest influencing skills a manager can demonstrate is the ability to connect everyday tasks to a bigger picture. People are far more likely to support decisions when they understand why something matters.

A manager with strong influence doesn’t just say, “We need to change this process.” Instead, they explain how the change supports team goals, customer satisfaction, or long-term growth. This clarity builds voluntary buy-in rather than reluctant compliance.

Example:
A product manager introduces a new development framework that initially slows delivery. Instead of focusing on deadlines, they explain how the framework will reduce defects, improve collaboration, and protect the team from burnout over time. As a result, resistance turns into cooperation because the team understands the purpose behind the decision.

Influence here comes from meaning, not authority.

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2. Influencing by Active Listening

Managers often underestimate how powerful listening can be as an influencing tool. When people feel genuinely heard, they are more open to persuasion—even when they disagree.

Active listening involves more than staying quiet. It means asking thoughtful questions, reflecting back what you’ve heard, and validating concerns without immediately trying to “fix” them.

Example:
A team is resistant to returning to the office part-time. Instead of enforcing a policy immediately, the manager schedules listening sessions. They acknowledge concerns about commuting, flexibility, and productivity. After listening, the manager adjusts the policy slightly and explains the constraints they’re working under. The final decision isn’t perfect for everyone, but acceptance is much higher because employees felt respected.

Influence grows when people feel understood, not overruled.

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3. Influencing Through Credibility and Expertise

Managers who consistently demonstrate competence naturally gain influence. When people trust your judgment, they are more likely to follow your recommendations—even in uncertain situations.

Credibility isn’t about knowing everything; it’s about being prepared, honest, and willing to say “I don’t know” when appropriate.

Example:
A marketing manager proposes reallocating budget from paid ads to content marketing. They support their argument with data, previous campaign results, and industry benchmarks. Because the team sees the manager as informed and reliable, the proposal gains quick support—even from initially skeptical stakeholders.

Influence rooted in credibility is quiet but powerful.

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4. Influencing by Building Strong Relationships

Influence doesn’t happen in isolation. Managers who invest time in relationships—across teams and hierarchies—find it easier to gain support when it matters.

This includes informal conversations, empathy, and showing genuine interest in others’ priorities. Relationship-based influence is especially important when managing peers or senior stakeholders you don’t formally control.

Example:
An operations manager needs engineering support for a time-sensitive project. Instead of escalating immediately, they leverage relationships built over months of collaboration. Because trust already exists, the engineering lead agrees to reprioritize work temporarily.

Influence is often the result of long-term relationship building, not last-minute persuasion.

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5. Influencing Through Emotional Intelligence

Emotionally intelligent managers understand that decisions are rarely purely rational. Emotions—fear, pride, uncertainty, motivation—play a major role in how people respond to change.

By recognizing emotional undercurrents, managers can adapt their message and timing for maximum impact.

Example:
During a restructuring, a manager notices anxiety spreading through the team. Rather than pushing performance metrics, they focus on reassurance, transparency, and stability. Once emotions settle, the team becomes more receptive to strategic discussions.

Influence increases when managers address emotions before logic.

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6. Influencing Through Storytelling

Facts inform, but stories persuade. Managers who can frame ideas as stories—complete with challenges, consequences, and outcomes—create stronger emotional connections.

Storytelling helps people visualize the future and understand their role within it.

Example:
A sales manager wants the team to adopt a new CRM workflow. Instead of listing features, they tell a story about a lost deal caused by missing data—and how the new process would have prevented it. The story sticks, and adoption improves.

Good stories turn abstract ideas into relatable experiences.

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7. Influencing Without Authority (Lateral Influence)

One of the clearest signs of strong influencing skills is the ability to lead without formal authority. Managers frequently need to influence peers, cross-functional teams, or external partners.

This requires diplomacy, alignment of interests, and mutual benefit.

Example:
A project manager needs input from finance, IT, and legal—none of whom report to them. Instead of issuing requests, they frame the project in terms of shared benefits and risks. By aligning goals, they secure cooperation without escalation.

Influence without authority relies on collaboration, not control.

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8. Influencing Through Consistency and Integrity

Managers who say one thing and do another quickly lose influence. Consistency between words and actions builds trust, which is the foundation of long-term influence.

Integrity also means making fair decisions—even when they’re unpopular.

Example:
A manager consistently enforces performance standards, even for high performers. Over time, the team sees that expectations apply to everyone equally. This fairness strengthens the manager’s credibility and influence.

People follow leaders they trust—even when decisions are difficult.

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9. Influencing by Framing Choices, Not Ultimatums

Highly influential managers avoid presenting decisions as rigid commands. Instead, they frame options, trade-offs, and consequences—allowing others to feel involved in the decision.

This technique increases ownership and reduces resistance.

Example:
A manager needs overtime coverage. Instead of assigning shifts unilaterally, they present two scheduling options and ask the team to choose. The outcome is the same, but morale is higher because the team had a voice.

Influence increases when people feel agency.

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10. Influencing Through Coaching and Development

Managers who invest in developing others gain influence naturally. When people see that you care about their growth, they’re more open to feedback and direction.

Coaching-based influence focuses on asking questions rather than giving answers.

Example:
Instead of correcting a mistake directly, a manager asks an employee to reflect on what went wrong and how to improve. The employee feels empowered rather than criticized—and is more likely to accept future guidance.

Influence rooted in development lasts longer than influence rooted in correction.

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11. Influencing During Conflict

Conflict is where influencing skills are tested most. Strong managers don’t avoid conflict—they navigate it constructively.

By remaining calm, neutral, and solution-focused, managers can influence outcomes without taking sides prematurely.

Example:
Two team members disagree on project ownership. The manager facilitates a discussion focused on goals and responsibilities rather than personalities. By reframing the conflict, they guide the team toward a solution both parties support.

Influence during conflict comes from fairness and clarity.

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12. Influencing Through Leading by Example

Perhaps the most underrated influencing skill is modeling the behavior you expect from others. Managers who demonstrate accountability, adaptability, and professionalism influence teams more effectively than those who merely talk about values.

Example:
During a stressful product launch, a manager remains calm, meets deadlines, and supports the team hands-on. Their behavior sets the tone, motivating others to rise to the challenge.

Actions influence more powerfully than words.

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Why Influencing Skills Matter More Than Ever

Modern managers operate in environments shaped by rapid change, hybrid work, and flatter hierarchies. In such settings, influence is more effective than authority. Teams expect transparency, respect, and collaboration—not top-down control.

Managers who master influencing skills:

• Gain faster buy-in
   
• Reduce resistance to change
   
• Improve cross-team collaboration
   
• Build stronger, more engaged teams
   
• Develop future leaders
   

Influence isn’t manipulation—it’s alignment.

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Final Thoughts

The best managers don’t force outcomes; they shape them. Influencing skills allow leaders to guide decisions, inspire action, and build trust without relying on position or power.

Whether it’s listening deeply, telling compelling stories, leading through example, or navigating conflict with empathy, influence is a skill that can be learned, practiced, and refined. And in today’s workplace, it may be the most valuable leadership skill of all.