Welcome to Using Influence to Manage Across! As a people manager, you've likely discovered that much of your success depends on collaborating with colleagues who don't report to you. Whether you're working with peer managers, partnering with other departments, or trying to get buy-in from stakeholders across the organization, your ability to influence without formal authority is critical to achieving your goals.

This course includes proven approaches from the HBR Guide to Managing Up and Across with frameworks for navigating the complex web of organizational relationships. You'll discover how to convert rivals into allies using proven psychological principles, and develop sophisticated persuasion techniques that help you build consensus and drive initiatives forward—even when you can't simply tell people what to do. By the end of this course, you'll understand how to navigate political landscapes with integrity, build powerful alliances across your organization, and master the art of persuasion in ways that strengthen rather than strain relationships.

We begin by learning from authors Linda Hill and Kent Lineback on how to transform office politics from a dreaded obstacle into a professional tool for mutual success.

The foundation of navigating office politics professionally starts with shifting your perspective from departmental wins to organizational success. When you focus on the good of the enterprise, you naturally find ways to collaborate that benefit everyone involved.

Recognizing interdependence is your first step toward this mindset shift. No department operates in isolation—your success depends on others, and theirs depends on you. This transformation in perspective opens doors to collaboration that might have remained closed.

Show that you are a team player by looking beyond surface-level conflicts to find shared objectives. This demonstrates true team play—you're not just pursuing your agenda, but actively seeking ways for multiple teams to succeed together.

The key to this approach is framing every interaction through the lens of mutual benefit. Ask yourself, "How can we both win?". When colleagues see you consistently working for collective success rather than purely self-interest, they become more willing to support your initiatives. Consequently, you build political capital not through manipulation, but through genuine collaboration that advances the organization's mission.

Disagreements are inevitable when working across departments, but how you handle them determines whether they become destructive conflicts or productive discussions. Here are some clear guidances on maintaining professionalism even when tensions run high:

• Focus on issues, not personalities: Personal attacks destroy relationships and entrench opposition. Instead, approach situations with genuine curiosity about others' specific concerns.
• Assume positive intent: Start with the perspective that others have legitimate reasons for their position. This opens the door to understanding and problem-solving. This shift in approach transforms potential adversaries into collaborators who can help strengthen your proposal.

Consider this conversation between two managers discussing resistance from the underwriting department:

• Ryan: I can't believe underwriting shot down our policy proposal again. They're so resistant to change—it's like they're living in the stone age!
• Victoria: I understand your frustration, but what specific concerns did they raise about the policy?
• Ryan: They said something about regulatory compliance and claims exposure, but I think they just don't want to do the extra work.
• Victoria: Actually, I worked with them on a similar policy last year. They caught a compliance issue that would have cost us $2 million in fines. What if we set up a meeting to understand their specific concerns? They might have insights that could make our policy stronger.
• Ryan: I hadn't thought about it that way. Maybe they're trying to protect us from problems we haven't considered.
• Victoria: Exactly. If we approach them as partners who want the policy to succeed safely, rather than obstacles to overcome, we might find a path forward that works for everyone.

Notice how Victoria redirects Ryan's frustration away from personality attacks toward understanding the underlying issues. By sharing a positive past experience and suggesting they assume good intentions, she transforms the conversation from "us versus them" to collaborative problem-solving.

Moreover, this principle extends to how you discuss disagreements with others in the organization. When you're frustrated with a colleague's resistance, venting to other managers might feel satisfying, but it's professionally dangerous. Those behind-the-back complaints invariably find their way back to the person involved, poisoning the relationship permanently and damaging your reputation as a professional. Instead, address concerns directly with the individual involved.

Building political capital isn't just about avoiding negative behaviors—it's about actively creating positive connections through strategic information sharing. Relaying good news and helpful information strengthens your network and influence throughout the organization, creating a web of goodwill that supports your initiatives. The benefits of implementing this practice include:

When your team members achieve something noteworthy, make it visible to the broader organization. For instance, if your analyst just identified a cost-saving opportunity, don't just mention it in your team meeting. Send an email to relevant managers explaining how "Jessica's analysis revealed a 15% cost reduction opportunity in our vendor contracts." By copying Jessica on the email, she receives the recognition directly, which accomplishes multiple goals simultaneously. Jessica feels valued and motivated, other managers see your team's contributions to organizational success, and you demonstrate that you're someone who shares credit rather than hoarding it. This approach builds loyalty within your team while enhancing your reputation across the organization.

Information sharing works both ways, creating a reciprocal network of support. When you discover something useful—whether it's a new tool, a process improvement, or an industry trend—share it with colleagues who could benefit. Perhaps you've learned that IT just upgraded their project management system with features that could help the operations team. A quick message to the operations manager saying "Thought this might help with the resource planning challenges you mentioned" builds goodwill and establishes you as a valuable connector within the organization. People remember who helps them succeed, and they're more likely to return the favor when you need support for your own initiatives.

Now it's time to put these concepts into practice. In your upcoming practices, you'll apply these principles in realistic scenarios where you'll need to navigate resistance, handle disagreements professionally, and build political capital through strategic communication. These exercises will help you internalize these strategies and develop the confidence to use them effectively in your daily work.