Why influencing without authority is the most in-demand skill of the year

That is more than any other area we track and reflects a fundamental shift in how people and organisations are working.

Cross-functional, multi-country teams are now the norm, especially in life sciences. Collaboration often spans time zones and cultures, with face-to-face meetings only a few times a year.

With leaner structures and limited resources, success now depends on how well we can influence one another to align priorities and move things forward.

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Why influencing matters

Influencing today is not merely about authority or hierarchy. It’s about connection, credibility, and mindset. The ability to engage others, build trust, and inspire action has become critical in environments where we rely on cooperation rather than command.

Louise Roberts, Head of Customer Learning Experience at OTD, explains: “We are talking about influencing where you are not in a position of power in an organisation. It’s a skill rooted in self-awareness and choice. You have to choose how you show up and influence in the right way.”

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The art of showing up 

Influence happens in everyday moments, whether in a meeting, on a virtual call, or during a quick corridor conversation. Louise often talks about how these small interactions shape the way others see us.

“When I interact with people. I want them to have a good experience and leave feeling like they have been part of a great conversation,” she says. “That is me being influential, helping others feel engaged and on board with how I am thinking.”

OTD has been delivering Influence Without Authority training for more than 15 years. A key part of the programme invites leaders to reflect on their personal impact and imagine they have a billboard describing them as a leader.

“What would you want people to see, think, and feel? And then, what do people actually see right now?” adds Louise.

It is just one of several creative exercises that encourage reflection on how we demonstrate our values and capability and how our behaviour influences others’ perceptions.

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Adapting to culture and context 

While the foundations of influence are universal, how people apply them depends on cultural context. Before every programme, we hold discovery conversations with local stakeholders to understand what influencing looks like in their world.

Louise explains: “In Japan, for example, it is not appropriate to challenge authority directly. So we work with participants to find ways to share ideas and gain support within that cultural framework. This flexibility ensures the learning feels relevant and immediately applicable, wherever participants are based.”

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From awareness to action 

Many people recognise that influencing is important but are not sure how to approach it strategically. A core part of our programme involves stakeholder mapping, helping participants identify advocates, supporters, blockers, and critics.

“When you map your stakeholders, you give yourself a framework,” says Louise. “You can plan how to engage different groups, turn critics around, and strengthen relationships with supporters.”

Influencing Without Authority has been shaped by the input and experience of thousands of participants. With every delivery, we refine the content, add fresh insight, and build on what works best in practice. 

At its core is the same key principle. “Influence isn’t just what you say,” adds Louise. “It’s how you show up, how you connect, and how you make others want to follow your lead.”

Click here to find out more.

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