Cultivating Influence

Cover image for Cultivating Influence

From the most individual of individual contributors to the most senior of people managers, work is about what we’re doing as much as who we’re doing it with. Especially in an age defined by digital workflows, hybrid workplaces, and expansive, cross-functional projects and teams, no one can afford to avoid the relational aspects of modern work. This Program explores how managers can become more impactful in their work by learning to understand and wield influence, no matter where they are in the organization.

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Program Overview

Gone are the days when clocking in and out or “just” doing our work is enough to be successful. Now, we also need to be mindful of how we are building and exerting our influence to facilitate the collaboration and innovation that we need.

This is particularly important for those of us who must work on projects with people we might not necessarily be directly managing or responsible for. How can we steer work and create the best outcomes without formal power or incentives? The answer is influence, and there are proven ways to become more effective at cultivating and wielding it to become more impactful in our work.

Key Questions

Why is influence increasingly important in our organizations?

What are some practical strategies to gain influence?

How can I navigate different networks of stakeholders?

How does our digital world impact our communications, especially as managers?

How can I tell the difference between productive and destructive conflict?

Field Manuals

The Cultivating Influence Program is made up of three Field Manuals (our version of an online module). Each one contains a variety of types of content and social exercises culminating in a mini-project, reflection, or debate. Each Field Manual will take you between 30-45 minutes to complete but you can jump on and off at your own pace, as often as you’d like. The deeper learning happens in the discussions with your fellow learners so be sure to check in on the conversations regularly.

  • Influence

    If you want to have an impact even when you don’t have power, this Field Manual is for you. It defines the concept of influence, explores its difference from power, and offers practical tips for understanding and wielding influence from any level within any organization.

  • Stakeholder Management

    These days, it’s rare that we can plan or execute projects alone—or even as part of a single team. We have to bring in other allies. This Field Manual offers practical tips for identifying and engaging with stakeholders who have an interest in your projects or might be affected by their outcome.

  • Communication

    The ability to send and receive information clearly and concisely has never been more important—or more difficult. This Field Manual explores the art of communication and offers tools for adapting your style to meet the many communication hats managers wear in today’s world.

Featured Voices
  • Reza Moussavian

    SVP Digital & Innovation (HR) at Deutsche Telekom

  • Sharon Chu

    Managing Director, Financial Services, Greater China, Accenture

  • Cindy Pace

    Global Chief Diversity & Inclusion Officer, MetLife

Case Studies
  • “Stand-ups” in Action

  • Lick’s Breakthrough and the Invention of the Personal Computer

  • The Birth of the Doctor’s Visit

  • Iteration in Action - The Control Group

  • Failure Gets Crafty

  • Defining Workflow Processes

An excerpt from the Program

Try as we might, we are rarely influential entirely on our own. To really have an impact, we need to bring people together from across our organization. Check out this animation to see what that looks like.