影響力式領導的三階段修煉
Leading with Influence: 三階段養成計畫
前言：在沒有職權的情境中發揮領導力
在當今高度協作、跨部門、跨文化的工作環境中，許多領導者常常需要推動計畫與策略，但手中卻沒有正式的「管理權限」。這種「非職權式」的領導情境，要求領導者更深層地理解「影響力」的本質。
本白皮書旨在分享我近期與越南朋友和團隊所討論的「影響力式領導」三階段模型，並提出一套實務框架，幫助個人與團隊透過覺察、自我提升與策略投資，逐步建立可信任、具實效的領導影響力。
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第一階段：建立你的戰略影響力組合（Strategic Influence Portfolios）
1.1 為什麼要建立影響力組合？
影響力不是關係數量，而是關係的「戰略性」。在複雜協作環境中，領導者若能清楚辨識自己要達成的目標，並刻意培養與「關鍵他人」的合作關係，就能在沒有明確指揮權的情況下，依然推動行動、影響決策。
1.2 如何覺察影響力的盲點？
我常建議使用「關係地圖（Relationship Map）」來幫助團隊與個人覺察影響力上的落差。在實務上，我採用服務設計的九宮格模型，將關係對象分為四大類：
• 客戶
• 渠道夥伴（例如：合作廠商、關鍵經銷商）
• 內部夥伴（如：跨部門同仁、行政支持）
• 正式組織系統（如：流程部門、管理階層）
接著請團隊針對每一類關係評估目前的連結強度與可用資源，並區分出：
• 可用影響力（已存在的連結與資源）
• 影響力缺口（達成目標所需但尚未擁有的關係與資源）
這是一個幫助團隊成員自我覺察的過程，進一步釐清「誰」是我目前最需要建立關係的人。
1.3 避免三大影響力陷阱
實踐過程中，我們要小心常見的三種陷阱：
1. 喜好陷阱（Likability Quagmire）：太過依賴自己喜歡的人，忽略實際所需的能力。
2. 相似性偏好（Similarity Lure）：傾向找和自己背景相似的人合作，容易造成同溫層。
3. 熟悉陷阱（Familiarity Snare）：重複依賴過往熟悉對象，忽略潛在新資源。
這時候就需要引入「影響力中介人（Brokers）」：如 Connector（人脈）、Maven（知識）、Salesperson（說服力）等，幫助我們突破圈層限制，建立新的戰略連結。
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第二階段：累積個人關係資本（Personal Relationship Capital）
2.1 什麼是關係資本？
所謂關係資本，即是你的「合作財富」。在非正式權力結構下，別人是否願意為你協作、主動分享資源，來自於你過往所建立的信任感與人際影響力。
2.2 建立關係資本的五大實踐
以下是五個可操作的實踐策略：
1. 展現真誠可親（Be genuinely likable）
具備禮貌、耐心，並欣賞他人貢獻與價值。
2. 聚焦個人利益（Focus on unique benefits）
從對方的角度思考：「我提出的合作，對他有什麼價值？」
3. 強調共同點（Emphasize commonalities）
找出你與對方的共同經驗、背景、目標，拉近心理距離。
4. 以互惠為基礎（Reciprocate）
主動協助他人，建立未來可回報的信任基礎。
5. 運用自身資源（Use your currency）
辨識並表達自己可提供的資源、專業或經驗，讓他人看見與你合作的價值。
2.3 建立個人「合作履歷」
我鼓勵團隊成員設計一份「Collaboration Resume」，列出自己可以提供的「個人貨幣」與「任務特定貨幣」，例如：
• 資訊資源
• 產業洞察
• 引薦管道
• 個人技能
這樣的意識，有助於我們在關係中展現價值並維繫合作。
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第三階段：進行高效合作投資（Strong Collaboration Investments）
3.1 合作不只靠熱情，還需要制度化的合作框架
在具影響力的合作中，除了人際信任，更需要具體而明確的合作契約（Contracting）與目標管理機制。我常採用 OGSM（Objectives, Goals, Strategies, Measures）協助團隊具象化合作目標。
3.2 三種合作管理技巧
1. R&R 合約（Roles & Responsibilities）
明確每位合作夥伴的角色與責任，並共同確認期望成果。
2. 決策權澄清（Clarify Decision Rights）
誰負責做哪些決策？是「我做」、「你做」，還是「我們一起做」？越清楚越好。
3. 處理衝突（Conflict Management）
遇到分歧時，使用 A.G.R.E.E 五步驟（Acknowledge, Grounded, Reframe, Explore, Engage），將衝突轉化為合作契機。
3.3 OGSM 框架的應用
我在團隊中會要求每個成員釐清：
• O（目標）：我們要解決什麼問題？
• G（具體成果）：預期達成的數據或成效？
• S（策略）：我們採取哪些行動或做法？
• M（衡量方式）：里程碑與評估指標？
這樣可以同步方向、定期檢視、避免模糊與落空。
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結語：成為有影響力的人，而非有權力的人
「Leading with Influence」是一場關於關係、覺察與行動的修煉。
影響力不是靠位階，而是來自你是否理解人、連結人，並幫助他人一起前進。這樣的領導方式，特別適合今天這個跨國、跨部門、資訊密集的時代。
Leading with Influence – A Three-Stage Practice Framework
Introduction: When You Don’t Have Authority, Lead with Influence
In today’s fast-changing business landscape, leaders are often expected to deliver results in complex, cross-functional, and cross-cultural environments. However, many of these situations don’t come with formal titles or authority. This is what we call non-positional leadership.
To succeed in such contexts, leaders must shift their mindset: from “command and control” to influence and collaboration. This white paper presents a three-stage development model I have been preparing to share with Vietnamese friends and my team—designed to equip individuals and organizations to lead without formal power, and still drive meaningful outcomes.
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Stage 1: Building Your Strategic Influence Portfolio
1.1 Why Strategic Influence Matters
Influence is not about how many people you know—it’s about how intentional and strategic those relationships are. A Strategic Influence Portfolio is a set of relationships, inside and outside your organization, that are essential for achieving your business goals.
Leaders who understand this go beyond personal comfort zones. They proactively build ties with those who can enable progress, challenge assumptions, and bring in critical resources.
1.2 Mapping Your Gaps and Opportunities
I recommend using a Relationship Map or “Influence Portfolio Diagram” to evaluate both your current and missing influence resources. In my own sessions, I often adapt the “service model grid” to identify four essential stakeholder groups:
• Clients / Customers
• Channel Partners (e.g., suppliers, agencies)
• Internal Partners (e.g., colleagues, support functions)
• Formal Organizational Pathways (e.g., processes, governance)
Each individual or resource is placed into one of three rings:
• Essential
• Important
• Peripheral
You then evaluate whether your relationship is Strong, Moderate, or Weak, and identify influence gaps—those people or insights you need but don’t yet have access to.
This process helps leaders and teams become more self-aware about where their influence is strong—and where it is lacking.
1.3 Avoiding the Three Common Traps
Strategic influence is often undermined by these three traps:
1. The Likability Quagmire – We over-rely on people we like, rather than who can help us most.
2. The Similarity Lure – We choose to work with those who are similar to us, which limits diversity and innovation.
3. The Familiarity Snare – We default to working with people we’ve always worked with, missing new opportunities.
To break through, you’ll need brokers—people who help you connect, learn, or persuade:
• Connectors: Know everyone and love to introduce others
• Mavens: Experts in a field who love to share information
• Salespeople: Energetic influencers who help you pitch ideas
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Stage 2: Building Personal Relationship Capital
2.1 What Is Relationship Capital?
Relationship capital is your collaboration wealth—the goodwill, trust, and reciprocity you’ve built with others. In influence-based leadership, this capital is more powerful than any job title.
People don’t follow you because you tell them to—they follow because they trust you, believe in you, and see value in your connection.
2.2 The Five Practices of Personal Influence
To grow your relationship capital, focus on these five habits:
1. Be Genuinely Likable
Show respect, patience, and appreciation. Be sincerely curious about others.
2. Focus on Unique Benefits
Understand what others value—and connect your requests to their personal goals or concerns.
3. Emphasize Commonalities
Highlight shared experiences, values, or relationships. This builds social influence.
4. Reciprocate
Help others before you need something from them. Give support freely and consistently.
5. Use Your Currency
Know your own value—whether it’s expertise, resources, or network—and communicate how you can help others succeed.
2.3 Create Your Collaboration Résumé
I often ask team members to build a “Collaboration Résumé”—a personal inventory of the influence resources they offer. This includes:
• Personal Currency: Skills, insights, and relationships you naturally have
• Priority-Specific Currency: Assets linked to your current projects or goals
This helps people recognize their own value and communicate it clearly in relationships.
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Stage 3: Making Strong Collaboration Investments
3.1 Beyond Relationships: Structuring Cooperation for Results
Influence leadership is not only about relationships—it’s also about execution. Strong collaborations require structure, alignment, and mutual accountability.
That’s why I recommend using the OGSM framework (Objectives, Goals, Strategies, Measures) to align on direction and track progress.
3.2 Three Techniques for High-Impact Collaboration
1. Contract for Results
Make clear agreements about what each person will do, with timelines, decision-making roles, and performance metrics.
2. Clarify Decision Rights
Define who decides what:
• I decide
• You decide
• We decide together
This avoids bottlenecks and confusion.
3. Address Conflict Early
Use the A.G.R.E.E. framework to resolve issues:
• Acknowledge the issue
• Be Grounded in facts
• Reframe the problem
• Explore options
• Engage in joint resolution
When these practices are in place, collaboration becomes not just pleasant—but productive and accountable.
3.3 Using OGSM to Drive Progress
OGSM helps individuals and teams align on key questions:
• O: What is the broader objective or purpose?
• G: What specific result are we aiming for?
• S: What actions will we take?
• M: How will we measure progress?
By applying OGSM to your influence priorities, you can translate relationships into results.
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Conclusion: Influence Is a Practice, Not a Position
Leadership today is no longer about power—it’s about presence, clarity, and connection.
The Leading with Influence model offers a structured way to cultivate your leadership journey across three key stages:
1. Strategic Influence Portfolios – Know who you need and where your influence gaps are.
2. Personal Relationship Capital – Be intentional about building trust, goodwill, and reciprocal value.
3. Strong Collaboration Investments – Use agreements, clarity, and goal-setting to turn influence into outcomes.
I invite our Vietnamese colleagues and teams to practice this framework, not only to grow personally—but to create a more connected, agile, and trust-based culture.
True leadership doesn’t wait for a title.
It begins the moment you choose to make others better—by influence, not authority.
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