We turn our focus now to influencing peers, that is, co‐workers important to achieving your goals but who aren't necessarily on a formal team you lead, and over whom you have no authority. Today's leader from the middle has more peers than ever to influence given the rise of matrixed organizations, which is tricky, as influencing peers is a nuanced practice. Not to fear, though, because in this chapter you'll get refined plays to help you be more effective in this aspect of leading across the organization.
Influencing peers effectively means starting with the right foundation and then building upon it by concentrating your efforts in four areas, or four pillars (Figure 7.1).
Let's first dig into the foundation and then build upwards from there.
The truth is, more often than not peers are treated more like potential transactions than potential relationships. You can stand out among middle managers by simply making the effort to make a genuine connection with peers. Just like you would in any other relationship, take the time to get to know them and let them get to know you, and look for common beliefs, values, and experiences to build upon.
Building a connection with a peer also gives you the opportunity to play a unique role, different than in any other workplace relationship. ...
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