Leading Through Influence
Develop people who can lead across teams and functions — without relying on formal authority.
A practical development programme for people responsible for work they cannot deliver through authority alone.
4.5/5 Average participant rating · Avantor, ZEISS, The Forward Trust
When responsibility is greater than authority
Some of the most important work inside organisations crosses reporting lines: cross-functional projects, transformation programmes, employee networks, employee resource groups, and internal working groups all depend on people choosing to contribute and follow through. The person leading the work may have significant responsibility without having formal authority over the people needed to deliver it.
That means they need to do more than communicate well.
They need to create clarity, establish ownership, influence stakeholders and build support with people they can’t simply direct.
Leading Through Influence gives them a practical way to do that.
Who the programme is for
For people leading work that depends on people outside their direct reporting line including:
Cross-functional projects
Transformation and change
Employee Networks and Employee Resource Groups
Communities and working groups
Strategic initiatives involving multiple teams or functions
Participants don’t need to be formal people managers.
What matters is that they are responsible for making something happen through other people.
What participants learn
The programme is built around six practical questions people need to answer when they lead through influence.
DirectionWhere are we going?
Create a clear purpose, define priorities and agree what success looks like.
OwnershipWho owns what?
Clarify roles, responsibilities and boundaries so that important work has clear ownership.
DecisionsHow will decisions get made?
Establish who can decide what, what needs escalation and how to keep work moving.
PlanningWhat can we realistically deliver?
Connect priorities to time, people, capacity and resources.
StakeholdersWho needs to be involved?
Identify stakeholders, understand competing priorities and build support with the people who matter.
CollaborationHow will we work together?
Create effective communication, useful meetings, clear commitments and accountability.
Client story: Avantor
Turning commitment into a sustainable way of operating
Avantor had committed employee resource group leaders, established charters and executive sponsors.
The challenge was turning that commitment into a sustainable way of operating across a complex global organisation.
HOW THE PROGRAMME WORKED
Over several weeks, participants combined short pre-recorded learning, live coaching with exercises applied to their own networks, getting feedback between sessions
- Learn
- Apply
- Get feedback
- Improve
THE IMPACT
Following the programme, Avantor reported greater collaboration between networks, with early progress in frontline engagement and regional expansion.
“We’ve already started to see some traction in areas that were of most importance to the teams such as engaging our frontline workers and expanding within specific regions.”
Noël France
Vice President, Diversity, Equity and Inclusion, Avantor
Hear from a participant
Watch a participant reflect on their experience of the programme.
What participants have said
ZEISS
ZEISS chose the six-week programme for its employee resource group leaders, focused on engaging sponsors, delegating effectively and building confidence in their leadership.
“Learning how to target sponsors to get them involved and actively participating. Learning how to juggle all the tasks and delegate where appropriate.”
“Building my confidence in being a successful ERG leader.”
The Forward Trust
The Forward Trust chose a one-day workshop for employee network leaders, focusing on turning energy and ideas into clearer plans, responsibilities and action.
“Helped provide a structure to our passion and ideas.”
“I loved how Aisha challenged the participants to think about the ‘how’ and ‘why’.”
Choose the format that suits your organisation
Leading Through Influence can be delivered in two main formats.
Six-week programme
Best when you want participants to apply what they learn to live work and improve over time.
The programme can combine:
Live facilitated coaching sessions
Practical exercises
Feedback between sessions
One- or two-day intensive
Best when you need to give a group a shared approach quickly.
An interactive workshop covering the same core principles using practical exercises, discussion and examples so participants leave clear on what needs to happen next.
* Please note the final investment depends on group size, format and any tailoring required.
Senior expertise, without the consultancy layers.
Delivered by Aisha
I’m Aisha Suleiman, founder of The Inclusive Culture. I’ve worked across international organisations, senior leadership teams and cross-functional teams.
Every engagement is led by me, from the first conversation through to delivery.
Frequently Asked Questions
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No. ERG and Employee Network leaders are a clear example of people who need to lead through influence rather than hierarchy, which is why some of our client work has involved employee networks.
The same skills apply to transformation, cross-functional projects, internal change and other work where someone needs to mobilise people they do not manage
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The programme is useful for people who carry responsibility beyond their formal authority or reporting line. That includes but is not limited to people managers.
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Yes. The core framework stays consistent, but examples, exercises and emphasis can be adapted to the work participants are responsible for and the challenges they are facing.
Help your people lead when authority isn’t enough.
If your people need to achieve results across teams, functions or organisational boundaries, let’s discuss what they are responsible for and where they need to become more effective.