Being in the Room, Not on the Chart; Lessons in Influence
Some of the most influential people that I’ve worked with don’t have the biggest titles or the most direct reports. In fact, if you looked at the org chart, you might not even notice them.
But in the room? They’re indispensable.
Over the years, I’ve noticed a pattern among people who seem to “punch above their weight” in terms of influence — the ones who help shape key decisions, move initiatives forward, rally their teams, and quietly strengthen the leadership teams around them.
Here’s what they tend to do differently:
They earn trust early. They consistently deliver on the small things, so they’re trusted with the big ones. They make stressful, complex tasks seem routine and deliver at a high level.
They translate across levels. They speak the language of leadership and the front lines, making each feel heard. They treat everyone with a high-level of respect, regardless of their role.
They make others successful. They focus less on credit and more on making sure the right people, ideas, and work get noticed. They know their success depends on their team’s and organization’s success.
They navigate politics without playing them. They understand the dynamics in the room, but they use that awareness to create alignment, not division. Cohesive organizations have more sustainable success than their disconnected competitors.
They prepare the room for decisions. They make sure the right context, data, and conversations happen before the meeting so it can actually move forward. They know that being unclear is unkind.
The lesson: Influence often comes less from where you sit on the chart and more from how you show up in the moments that matter. Are you trusted? Are you a voice of reason? Do you consistently deliver results?
If you’ve ever worked alongside someone like this, you know the difference it makes in your day-to-day and in your long-term outlook with that organization. And if you’re aiming to build that kind of influence yourself, start by asking: What would it take for people to trust me to be “in the room” for their most important conversations?
