Leading Without Authority: How to Influence and Inspire

For many school leaders, success often depends on leading initiatives with people over whom they have no formal authority. While Heads of Schools and Principals possess hierarchical power, others—like Directors of learning, student support, technology, or diversity, equity, inclusion, and justice (DEIJ) —are asked to lead without it. They may hold titles, but they often lack a team that directly reports to them. These leaders are tasked with driving initiatives across multiple divisions, but without the clear mandate or authority to ensure compliance. They must engage with numerous stakeholders, few of whom are under their direct supervision. In these situations, the traditional "I lead, you follow" approach won't work. Instead, these leaders must learn to influence and inspire others without formal power.

So, how can leaders in such positions win over people who don’t report to them? If you have big goals but a small team, here are some key steps to build informal influence and get things done:

Step One: Know What You Bring

Before you can lead effectively, you need clarity about your goals, priorities, and the value you bring to the school community. This self-awareness builds confidence and serves as the foundation for leadership. Develop a clear narrative around your contributions, ensuring that your goals align with the broader objectives of the school. This will allow you to collaborate with others, rather than feeling like you need to ask for favors.

Consider the following questions:

• Are your goals and priorities clear?
• How do you add value to stakeholders in your role?
• Do you understand how your objectives fit into the school’s overall mission and strategy?

Step Two: Build Strong Relationships

Strong relationships are key when leading through influence. Collaborating with peers—regardless of hierarchy—helps foster a culture of participation and inclusion. Think of this step as your “listening tour,” aimed at accelerating the relationships necessary for success.

Here's how to get started:

• Identify the people whose support is crucial to your goals and build relationships with them.
• Consider who is affected by your agenda and whose agenda impacts you.
• Determine what you need from them. Don’t think you are being manipulative. You are being strategic.
• Learn how things really get done in your school by speaking with experienced, effective veteran staff members.
• Determine which meetings you need to attend—whether one-on-one or in group settings.

Most importantly, listen before you act. Focus on learning from others before taking any steps forward. In the book, The Power of Giving Away Power, author Matthew Barzun describes the power dynamics of relationships as, “Real power isn't about control; it’s about connection. The more we connect with others, the more we create together.” Is this not the collaborative approach we encourage every day in our classrooms with students, what we are asked to do on our teams, and certainly what we expect when we think of strong collegial relationships?

Step Three: Create Alignment

Creating alignment with stakeholders is about finding "win-win" opportunities by intersecting your goals with theirs. Without alignment, leaders may either push too hard for their own objectives or feel like they have to ask for help from those who don’t see the value in their work. Sometimes asking for help includes those areas where we do not feel as confident, but we do need to maximize the collaboration. “The more we embrace the vulnerability and admit what we don’t know, the stronger we become.” Barzun (2020). Afterall, self-awareness and confidence are two important aspects of understanding one's strengths and limitations as a leader, which is crucial when leading without formal authority.

A large part of influence comes down to how you frame your message. Ask yourself:

• How can I make this important to others and their goals? They will be asking themselves, “what is in it for me?”, and you need a response to it.
• What are their challenges, and how can I help?
• Can I differentiate between managing and leading? Managing involves fixing something when it goes wrong. Leading means engaging with stakeholders before issues arise.

Typically, at the core of frustration is misaligned expectations or assumptions. Avoid them by communicating clearly at the start of the process. Ask stakeholders the following questions:

• How do you define success in this?
• What will the impact be for you if this doesn't go as planned?
• Stay flexible and look for intersections between your goals and those of your stakeholders. Understanding these interdependencies will strengthen your influence.

Leading without formal authority is a delicate dance but can be extremely powerful when aligned with others' goals. As Barzun puts it, “It is not about giving people orders, it’s about giving people ownership.” That is the essence of collaborative leadership. By knowing the value you bring, listening, staying open to possibilities, and building strong relationships, you'll soon find yourself becoming influential despite the lack of formal power.

Reference

Barzun, Matthew. The Power of Giving Away Power: How the Best Leaders Learn to Let Go. Random House, 2020.