How Senior Leaders Can Build Their Influence

You have an idea to bring in revenue in the next quarter. The case is solid and you’ve done the homework. But you can’t get your peers on board—and your boss isn’t biting either. The problem isn’t always you. It’s that getting traction at this level requires more than a strong argument. So how do you build momentum? How can you get other senior leaders to act? And what should you do when people push back?

What the Experts Say

There’s a strange paradox to senior leadership: You finally have the experience and credibility to know what needs to happen, but being right isn’t always enough to move people. Part of the problem might be your lack of confidence, says Vanessa Bohns, a professor of organizational behavior at Cornell University. “Even highly successful people in leadership positions underestimate their influence over their peers.”

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Compounding this, many executives also still operate the way they did earlier in their careers, says Eric Anicich, professor of management and organization at USC Marshall School of Business. Back then, being competent got you noticed. “But at senior levels, no one is questioning whether you’re smart enough,” he says. Everyone is smart. So getting your peers to act on your ideas means understanding what they care about and what drives their decisions. “And that requires a different approach where persuasion is mediated through relationships, coalitions, and exchanges of value,” not only by the strength of your case. Here’s what the experts recommend.

Stop underestimating yourself

Senior leaders often question their influence. But Bohns’s research shows that people chronically underestimate how much others pay attention to them and how willing they are to say yes to their requests. “Imposter syndrome plays a role,” she says, referring to the tendency to irrationally doubt your abilities. As you climb, you’re constantly measuring yourself against other high performers. The comparison breeds self-doubt and holds you back from asking for what you need. “We don’t ask for things unless we’re sure people will say yes,” she says. “But we’re overly cautious and assume people will resist more than they actually do.” Bottom line: Your hesitation is often a bigger barrier than other people’s resistance. You have more sway than you think.

Map the landscape

At this point in your career, you have greater visibility across the organization. But you’re also prone to blind spots about your peers, notes Bohns. You’d carefully sound out a direct report before pitching them, but with peers, you assume they’ll think like you do, she says. After all, they have similar roles and backgrounds, so of course they see things your way.

You’re also more insulated, adds Anicich. “You lose touch operationally, and people tell you what you want to hear.” The combination is dangerous: You overlook what your peers care about and take your other relationships for granted. “You shouldn’t make assumptions about where people stand or how solid your relationships are,” he says. Instead, map the landscape. Talk to people and gather intelligence. Listen for priorities, competing pressures, and concerns. Do this reconnaissance before you mention your specific proposal so that you can identify “allies that could be pulled into a coalition.”

Identify pain points…

Next, share your idea in one-on-one conversations. Hear out specific questions and objections. “The best way to understand what people are worried about isn’t to guess—it’s to ask,” says Bohns. “Getting out of the echo chamber of your own head allows you to understand what people are actually thinking, not just what you assume.” Pay particular attention to what your proposal could cost people, including budget, autonomy, headcount, or standing in the organization. “People are going to have strong opinions about how it’s going to affect them,” Anicich says. The goal isn’t to avoid all friction, but to understand it so you can address it. “The more you can minimize perceived threats and amplify potential benefits ahead of time, the more receptive people will be.”

…And work through issues together

You won’t have every answer, and that’s okay. Trying to present a perfect plan can backfire, Anicich says. Instead, bring people into problem-solving with you. Ask: “What would make this work for your area? How might we minimize unintended consequences?” When colleagues help shape the solution, they become invested in the outcome, he adds. (More on this below.)

Build your coalition

Once you’ve refined your proposal, line up support strategically. Anicich recommends starting with the obvious allies: people who benefit most or whose priorities align with yours. When you’re ready to ask them to back you, go in person if you can. Bohns’s research shows that face-to-face requests are significantly more effective at getting people to say yes. “If you’re unable to talk in person, at the very least pick up the phone, since that is still much better than email,” she says. “Let them hear your voice.”

Be explicit about what you need: You want them to advocate for the idea with their teams and networks. The goal is to build momentum, creating what Anicich calls “surround sound.” When the ultimate decision-maker (your CEO or whoever holds final approval) starts hearing the same message from multiple trusted sources like the CFO, head of sales, and external advisors, “your idea begins to validate itself and feels inevitable.”

Win over the holdouts

You’ll likely encounter people who resist, whether due to real or perceived threats, or because they’re wary of change. First, diagnose the root of their resistance. “They might fear being marginalized or losing resources,” says Anicich. “Or they might be frustrated because they’ve been pushing for a competing idea.” Next, acknowledge what they’re worried about directly. Make them feel heard. “Say: ‘I understand where you’re coming from. This is valid, and we’ll do everything we can to minimize the impact,’” he advises. Then figure out what it would take to get them on board: protecting their budget, involving them in leading the effort, or adjusting the timing. And finally, use the momentum you’ve built. “It puts helpful pressure on them to see where things are headed.”

Make your case

When it’s time to make your formal pitch to the final decision-maker, account for limited attention and decision fatigue. “The more fluent and legible you can make it, the better,” says Anicich. “People at this level don’t have the mental bandwidth to piece together disjointed data and narrative. If they can’t quickly understand it, they won’t invest the time to figure it out.”

Lead with early wins and evidence that your idea works. Show you’ve tested the idea across the organization, built support, and know where the concerns lie. “They want to know if it’s good for the organization and their individual goals,” he says. “Make that easy for them to see.” Then be direct about what you need. “The number one mistake people make is psyching themselves out before even asking,” says Bohns. Don’t hint or hedge. Ask clearly for the decision you want and explain why it now matters.

Principles to Remember

Do

• Recognize you have more influence than you think; people are more willing to say yes than you assume.

• Map what your peers care about before pitching, then listen carefully to their concerns when you do.

• Build a coalition and ask supporters to actively champion your idea across their networks.

Don’t

• Dismiss concerns as irrational or political; rather, understand what’s driving resistance and work through issues together.

• Rely on email to recruit supporters or assume they’ll advocate without being asked; be direct about what you need and ask in person when possible.

• Psych yourself out or bury your ask. Show you’ve tested the idea, secured backing, and identified where concerns lie.

Copyright 2026 Harvard Business School Publishing Corporation. Distributed by The New York Times Syndicate.

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