Pressure to achieve results as a first-timer with no authority can easily shrink your career path if you don't have mentors around keeping you on the right track. However, the lack of authority causes less problems in competitive sectors. The reason could be described with the VUCA acronym that stands for: Volatile, Uncertain, Complex, Ambiguous (this term comes from the Military).
VUCA aims to stop the world's organizations to operate in the old bureaucratic framework, where the horizontal reporting structure works based on authority. This new ecosystem creates a new environment where the ability of influence is based on the individual's qualities and interrelation of workforces.
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Leading with no authority or outside of authority refers to the expression of lateral leadership. "Many leading business consultants agree that outstanding leaders and businesses are those that break down some of the more traditional hierarchical expectations in order to promote diversity of thought, stronger inter-departmental communication, enhanced employee morale, etc. They argue that when employees are given more freedom to collaborate and take on responsibility, more genuine leaders will start to shine."
A lateral leader mostly inspires the team, not micromanages it; leads from alongside, not from the front; asks questions, delegates solicit suggestions without giving any directions or orders. As you can see there is a major difference between a conventional leader and a lateral leader. To lead laterally requires a good sense of political trimming and awareness. To study some special techniques of political awareness we highly recommend our article published earlier this year.
You find cliches like empathetic listening, warm body language, positive emotions, inspiring others, giving great feedback, asking for help etc. These techniques are all useful in general but let's get into the details and see some quick solutions.
Typical situations and their solutions
If you get into a situation where you are supposed to solve a problem which is not under your purview you might face some resistance. It is always suggested to study what really drives obstruction, because breaking down the root cause can be the answer to avoid jumping through hoops.
Avoid uncertain phrases like "I just", "I feel" because it sounds like you have less authority. When you express yourself, you may use expressions that show you are confident.
Avoid uncertain phrases like "it would be good to have this done", it's better to say: "I would like you to do that. Can I count on you?" If you want something, take the responsibility for asking for that! That's efficient when you ask your co-worker from your inner circle.
Assertive communication trainers would emphasis the importance of "I-messages" and that's really effective. But as a product owner or a product manager you should represent your team - feel free to use "xy team aims" or "My team strongly suggest", this way your team will create a strong position for you in negotiating. In this case it's better to represent a bunch of people, not only yourself.
Leading with no authority means to look like having the authority. For example, dressing properly, but a bit smarter than others can support your aims. Studying other leaders' behavior make you smarter as well. Like talking concisely can be really good if you want others to take you seriously.
Building credibility and trust can be fruitful in a long run. Operating in a group can go with lot of possibilities to act for the group. Your team may have some tasks which are less appealing to others or maybe even stressful to you as well - but it is worth to start with. There is nothing wrong in having your team to see you are struggling while you are flustered by your performance. If you are emotionally engaged and you show that you work your backside off doing everything to conquer a difficulty for the sake of your team, you certainly will be appreciated. That develops the feeling of fraternity, but please remember: it can be very counterproductive when it is not honest, so please deal with it gently!
Showing your emotions can be critical to motivate your close environment, because emotions are usually sticky. If you are confused or self-confident as a leader (lateral or conventional), both of the sentiments are infectious and rise easily.
However, acting with emotions is forbidden when you weighed in a negotiation to solve a pressing issue or to manage a high-stake crisis. All in all, when pressure emerges, the best you can do is to ignore and hide your emotions. Cold blood, blank face, a little but firm talk can show others your authority when the situation turns to be fragile.
When you have no authority, you are suggested to hide your defenselessness as well. Creating strong and honest informal relations to other stakeholders and main decision makers is a must. You have the chance to nail some important piece of information this way.
As we know information goes with empowerment which gives you the position of authority in the VUCA world.
As a conclusion you could see there are many techniques to operate with and why this is crucial for both leaders and engineers when traditional line management is less applicable. Engineers often have to manage outsourced human resources no matter they are on a technical expert career path. Working in complex business relations proves that they need others to have the work done with no "line authority".
There are some tips and takeaways that also could create authority in a soft way. The following are some great takeaways for management consultants and housewives as well:
- Give feedback to managers: can you remember the last day when you got positive feedback and how you felt? Give that feeling to your peers!
- Help someone out: it shows your altruism and it's great to build deep relationships.
- Little gifts from your holiday: I think there is no need to explain.
- Give them a surprise: Cook something for them and own their soul.
- Show an "I can do" attitude and positive energy, it will be sticky.
"True leadership is moral authority, not formal authority. Leadership is a choice, not a position." - Stephen Covey
