HKSM

Influencing is the ability to shape decisions and behaviors without relying solely on formal authority. It builds on credibility, relationships, and clear value to gain commitment from individuals and groups.

Key Points

• Focuses on shaping outcomes through trust, credibility, and shared benefits.
• Works best when combined with active listening and tailored messaging to each stakeholder.
• Relies on understanding interests, not just positions, to discover common ground.
• Uses data, stories, and social proof to make the desired path compelling.
• More sustainable than authority-based directives because it builds voluntary commitment.
• Essential for project managers who often have responsibility without full formal power.

Purpose

• Secure buy-in for project decisions and changes.
• Align diverse stakeholders around shared goals and priorities.
• Reduce resistance and increase cooperation across teams and functions.
• Accelerate decisions by clarifying benefits and addressing concerns.

Facilitation Steps

• Map stakeholders: identify influence, interests, and likely concerns.
• Clarify the ask: define the specific decision, behavior, or support you need.
• Build credibility: demonstrate competence, reliability, and goodwill through quick wins and transparency.
• Tailor value: craft messages that show what each stakeholder gains (WIIFM) and address risks.
• Engage one-on-one: listen, test assumptions, and refine proposals before group meetings.
• Use evidence and stories: present data, examples, and testimonials that make the case clear.
• Activate allies: enlist respected sponsors or peers to reinforce the message when appropriate.
• Close and follow through: confirm commitments, document decisions, and deliver on promises.

Inputs Needed

• Stakeholder register and engagement assessments.
• Clear problem statement, objectives, and success criteria.
• Impact analysis, benefits, costs, risks, and constraints.
• Options with pros and cons and a recommended path.
• Organizational policies, norms, and decision authorities.
• Current sentiment or feedback from recent interactions.

Outputs Produced

• Documented agreements and decisions in the decision log.
• Updated stakeholder engagement plans and commitment levels.
• Action items with owners and due dates.
• Adjusted backlog, schedule, or scope based on agreed changes.
• Updates to risk and issue registers reflecting stakeholder responses.
• Targeted communications and meeting summaries.

Tips

• Lead with empathy: restate others' concerns before presenting your case.
• Keep the ask small and specific to lower resistance and enable quick wins.
• Frame trade-offs transparently; do not oversell benefits.
• Use peer influence by showcasing comparable teams that adopted the change.
• Time your approach to match decision cycles and stakeholder availability.
• Maintain integrity; influence built on trust compounds over time.

Example

A project manager needs two specialist resources for a high-priority feature. Functional managers are hesitant due to competing work. The PM maps interests, learns the managers are measured on cycle time, and prepares a short brief showing how the feature will reduce rework and includes a clear two-week plan with backfill support.

After one-on-one meetings to address concerns, the PM shares a brief success story from a similar team and confirms how progress will be tracked and reported. The managers agree to allocate the specialists, and the decision is logged with defined check-in dates.

Pitfalls

• Relying on authority or escalation too early, which can damage relationships.
• Using generic messaging that ignores stakeholder interests.
• Overloading with data without telling a clear, relevant story.
• Failing to ask for a specific commitment, leaving outcomes vague.
• Not following up, which erodes credibility and future influence.

PMP Example Question

A project manager has limited formal authority but needs a cross-functional team to adopt a new review process. Which action best demonstrates effective influencing?

1. Escalate to the sponsor to mandate the new process immediately.
2. Meet key stakeholders to understand their incentives and show how the new process reduces their rework, then request a pilot commitment.
3. Send a mass email citing organizational policy and attach the process document.
4. Wait for the next governance meeting and ask for an executive directive.

Correct Answer: B — Meet key stakeholders, align benefits to their interests, and secure a concrete pilot commitment.

Explanation: Influencing focuses on understanding interests, tailoring value, and gaining voluntary buy-in. Mandates or generic broadcasts are less effective and can increase resistance.