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Influence and Authority—What It Means and Why It Matters

In The New York Times August 9, 2009, article “The Authority That’s Not on Any Chart,” author Daniel Sorid describes the difference between formal and informal authority or influence. Formal authority, the type that shows up on organization charts, flows to the position, independent of the person occupying it. Informal authority, according to Sorid, flows to the individual and can be derived from a number of distinct factors including:

• Personal characteristics
• Resource control
• Alliances
• A reputation for power

When used positively, these factors serve to strengthen an organization. When exerted negatively, they can either prevent the organization from meeting its goals, or worse, tear the organization apart.

Below are some examples of “informal authority” and what you can do to strengthen its good aspects and weed out the bad. We also briefly describe an influence mapping tool, which can be used to help you better understand how informal authority flows in your organization.

Personal Characteristics      

Think about the go-to person on your team (i.e., the person whom everyone wants involved in their projects). While this might be someone with a senior title, it’s quite often the person who knows how to navigate the organization to get things done. At the same time, think about the person who always seems to be left out (or unwillingly included). Is their behavior destructive? Do they take a “me first” approach to team activity? Can you define the characteristics of each of these types so that you can address them in personal development sessions?

Resource Control      

Resource control can also expedite or inhibit activities. Control over resources that the team needs represents a significant point of influence on a team’s ability to meet its objectives. Resources include, among others, access to senior leaders, time to get the work done or funding to carry out the assigned tasks. How many times has progress been blocked or slowed because a “gatekeeper” did not think that the issue was important enough to address promptly? Have you empowered your team members to go around resource hoarders when necessary?

Alliances      

Making use of alliances between your team members and others in the organization can improve the likelihood of a successful outcome. According to Sorid, “ … alliances involve an exchange of support or resources that can be banked, owed or redeemed.” Alliances can be between organizations or individuals and can skip levels in the organization. While they can be used to support activities, withdrawal of support or the threat to do so, is the flip side of alliances. Do the members of your team understand that establishing cross-functional relationships will help them get their jobs done? Do they understand that these relationships should be with both people they deal with daily as well as those with whom they interact only occasionally? Building an inter-organization relationship base will serve your team in furthering both organizational and team goals.

Reputation for Power      

A reputation for power implies that the power is there whether or not it is used. Often, decisions are made or not made and actions taken or not taken, because we fear or eagerly anticipate a penalty or reward from someone. Whether or not the reward or penalty would occur, the understanding that it might is enough to incite action or inaction. As you launch a specific initiative, is it understood who has the power (perceived or actual) to award or penalize?

Influence Mapping      

Understanding the informal authority or influence map in your organization is an important tool for getting work done. According to http://www.mindtools.com, influence maps represent the importance or weight of a stakeholder’s overall influence, the relationships between stakeholders and the amount of influence stakeholders have over others. There can and should be an overall influence map developed for general purposes, but it should be noted that within an organization, the influence map will change depending on the issue being addressed.    

Decisions need to be made to advance the cause of an organization. A thorough understanding of how informal authority flows in your organization will prepare your team for effective planning and execution of its goals.

This publication is part of Blackman Kallick’s marketing of professional services, and is not written tax advice directed at the specific facts and circumstances of any person and/or entity. Contents of this publication are of a general nature, and you should not act on this information without obtaining professional advice from your business advisor that is appropriately tailored to your individual needs and circumstances. This written advice is not intended or written to be used, and cannot be used by any taxpayer, for the purpose of avoiding penalties that may be imposed under the Internal Revenue Code.