How Do You Actually Influence?

When I join a new team or project, I spend time understanding others' constraints and goals before pushing my own ideas.

I regularly ask people "what does success look like for you?" — and actually adjust my approach based on the answer.

I enter discussions genuinely open to being wrong — not just performing openness while mentally defending my position.

People outside my immediate team seek my input on things — not because they have to, but because they find it valuable.

When I disagree, I acknowledge what's right in the other person's view before making my case.

Before important conversations, I can articulate the single most important thing I want people to take away.

I connect work to its purpose — helping others understand not just what needs doing, but why it matters to real people.

When a team is stuck, I try to question whether we're solving the right problem — not just push harder on the existing one.

I'm selective about when I speak in meetings — I'd rather say one valuable thing than fill silence to feel present.

I can adapt how I explain something depending on who I'm talking to — without losing the substance of the point.

I only commit to things I'm genuinely confident I'll deliver — and I communicate early when something is at risk.

I stay engaged through the hard, messy middle of projects — not just the exciting starts or visible moments.

My behaviour under pressure — in a difficult meeting, a tense review — is consistent with how I act when things are going well.

I can think of specific recent examples where I built influence through small, reliable contributions — not a single big moment.

I prioritise being effective over being right — I can let go of my preferred solution when something better emerges.