Winning friends and ‘influencing people’ has moved on a bit since that famous book came out. Here are some more up-to-date skills and tactics you can deploy around how to influence people in your organisation and give them a little nudge in the right direction…
Deploying your internal comms soft power
Influencing others feels like an even more important critical skill for internal communicators right now. While you might not get much input into new SLT-driven policies or business direction (even though you really should) you do have, as internal communicators, a bit of informal persuasion power to wield.
Si Andrew, our guru of all things employer brand, reckons we can enhance this soft power with a few superhero skills and tactics. And we won’t even have to put our underpants on over our trousers to do them. Unless you want to, of course. Hey, we’ve got you. This is a safe space. We might laugh a bit though.
As a skilled Internal communicator, you spend a lot of time trying to change behaviour. You need leaders and managers to be more visible. You want them to have better conversations. And you need stakeholders to support new channels, tools, and ways of working.
However, just presenting facts and figures to get them round to your way of thinking will most likely fall on deaf ears.
“We like to think we’re rational and logical creatures. The reality is we’re much more emotionally driven than we’d like to admit,” our Si says.
“The good news is that influence isn’t about pushing harder. It’s about understanding how people make decisions and choosing the right tactic for the audience in front of you.”
Here are some of Super Si’s most useful influence techniques internal communicators can use.
Tactic ONE – start small with commitment and consistency
People often struggle to commit to large changes, especially if they feel uncertain.
However, they’re much more willing to take a small first step. Once they’ve done that, they’re more likely to continue in the same direction.
Think about a manager who rarely engages with communication activities (you’re thinking about Gavin the CFO on the third floor, aren’t you?)
Rather than asking Gavin to run a full engagement programme, ask him to spend five minutes discussing a single topic in his next team meeting.
A small commitment can create momentum for bigger ones later.
“Small commitments lead to bigger ones. Often, the hardest part isn’t getting people to do everything. It’s getting them to do something,“ Si explains.
Tactic TWO – use social proof to reduce uncertainty
When people aren’t sure what to do, they look to others for clues.
That’s why case studies, peer examples, and success stories can be powerful.
If you’re trying to encourage leaders to record video updates, don’t start with the benefits. Start by showing them leaders they respect are already doing it.
When you’re introducing a new communication channel, demonstrate how other teams have adopted it successfully.
The message becomes: people like you are already doing this. It’s often more persuasive than any business case.
Tactic THREE – focus on what people might lose
You might think showing the benefits of change is the way to go. Unfortunately, we were just not wired that way.
In fact, research consistently shows that people are often more motivated to avoid losses than to achieve gains. When promoting change, it can be helpful to frame the consequences of inaction.
Instead of saying:
“This new approach will improve engagement.”
You might say:
“If we continue working this way, we’ll miss critical feedback from frontline colleagues, and decision-making will become slower.”
A clear understanding of what’s at risk can be a stronger motivator than a list of potential benefits.
Tactic FOUR – borrow authority when you need credibility
Sometimes the message isn’t enough. People also need confidence in the source. Authority is one of the most powerful influence tools available to us.
If you’re proposing a new initiative, consider whose endorsement would matter most:
- Could a respected executive sponsor it? (maybe not ask Gavin, though)
- Is there relevant external evidence?
- Has another organisation successfully adopted the same approach?
The goal isn’t to rely on hierarchy alone. It’s to provide reassurance through trusted voices.
Tactic FIVE – Make the desired behaviour the easy option
The default effect is simple: people tend to stick with whatever requires the least effort.
So, rather than expecting busy managers to create communications materials themselves, provide ready-made talking points, briefing notes, or slide decks etc.
Instead of asking colleagues to seek out information, deliver it through channels they already like and use. The easier you make the choice, the more likely people are to take it.
“Influence isn’t always about changing people’s minds. Sometimes it’s about removing friction,” says Si.
Tactic SIX – Connect action to identity
People like to act in ways that reinforce how they see themselves.
So, when asking a leader like Gavin to communicate more openly, focus on the kind of leader they want to be… so maybe something along the lines of “The best leaders are really strong communicators, Gavin, and I know communications is important to you. So don’t forget to share this.” (you know, all subtle like!)
When encouraging managers to support engagement activity, connect it to their identity as someone who develops and supports their people.
Rather than asking people to do something different, show how the behaviour aligns with who they already believe they are.
Tactic SEVEN – Create urgency without creating panic
One reason change gets shoved on the back burner is because people assume they can just do it later.
Scarcity can help overcome this. A deadline, a limited opportunity, or a clear window for action can create momentum.
The key is authenticity. Artificial urgency damages trust. But where a genuine timing consideration exists, highlight it.
People are far more likely to act when they understand why acting now matters.
Influence starts with understanding
Finally, influence isn’t about being louder, more persistent, or better at presenting a deck.
It’s about choosing the right tactics to make your goal that little bit more likely.
Here’s our Si with the final takeaway.
“The most successful communicators don’t just focus on what they want people to do. They bring in strategy that gently nudge people the right way. Because outcomes aren’t about read rates, they’re about employee behaviour.”
So… you can influence with impact without being like mean old Mr MacGregor. Even if you feel like it sometimes!
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