MIT Sloan Management Review Article on Why Influence Is a Two-Way Street

Managers achieve better outcomes when they prioritize collaborative decision-making over powers of persuasion.

The ability to wield influence is essential to getting things done in today’s complex, often matrixed organizations. Because most strategic initiatives require cross-functional collaboration, even C-suite executives often find themselves accountable for outcomes whose success depends on resources outside of their direct control. Managers we surveyed over a nine-year period reported that they had to rely on influence and collaboration with others to accomplish about one-third of their goals, on average.

In these contexts, it’s easy to equate developing influence with developing soft power that can be used to persuade others to do what you think is right. But it’s also in these contexts where the traditional model of influence can fail organizations. Most of us need to collaborate with people who have a variety of perspectives, priorities, and incentives. Different business units and functions — which, by design, have different goals, priorities, and operating procedures — must balance competing objectives and synthesize conflicting points of view in order to advance the goals and success of the enterprise as a whole.

About the Author

Jonathan Hughes is the national managing principal and global leader for BDO Management Consulting. Jessica Wadd is a principal and the strategy and innovation segment leader in BDO USA’s Management Consulting practice. Ashley Hetrick is a principal and the sourcing and supply chain segment leader in BDO USA’s Management Consulting practice.

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