Influence at work is not a gift or a personality trait, but a set of skills that anyone can practice, says executive coach Melody Wilding. Her message cuts against the long-held belief that persuasion belongs to natural charmers. It also lands at a time when more employees must lead without formal authority, across teams and time zones.
Wilding, a human behavior expert, argues that reframing influence as action rather than identity helps managers, new leaders, and technical specialists. It also gives companies a clearer path to training and accountability.
Influence isn’t some “magical quality” you’re born with, it’s a set of learnable actions.
A Skills-First View of Influence
For years, charisma was cast as the secret to gaining support. Wilding rejects that view. She points to repeatable behaviors that drive outcomes, such as clear asks, thoughtful framing, and follow-through.
This shift reflects a broader movement in leadership development. Organizations are moving from personality labels to observable behaviors. Instead of seeking “natural leaders,” they coach employees on specific habits that win trust and move projects forward.
Experts in organizational psychology have long noted that communication, reciprocity, and credibility can be taught. Wilding’s framing brings those ideas into daily practice for teams under pressure.
What Learnable Actions Look Like
Influence shows up in small choices, not grand speeches. Coaches break it into concrete steps leaders can repeat and measure.
- Ask for outcomes, not tasks, and define success in one sentence.
- Frame proposals in terms of shared priorities, such as risk, speed, or cost.
- Use social proof responsibly, citing relevant precedents or pilot results.
- Listen first, reflect back concerns, and adjust the plan in public.
- Close each meeting with ownership, deadlines, and a written recap.
These steps do not depend on personality. They rely on preparation, empathy, and clarity. Teams can train, practice, and score them like any other skill.
Why This Matters Now
Hybrid work has raised the bar for persuasion. Many decisions now happen in documents, chats, and short video calls. That format favors concise framing and clean follow-up.
Flattened structures also push influence down the org chart. Product managers, engineers, and analysts often need to lead peers. They must persuade across functions without using title or budget as leverage.
Companies that teach influence as a skill report faster alignment and fewer stalled projects. The gains show up in smaller meeting loads, quicker approvals, and clearer accountability.
Supporters and Skeptics
Many leadership coaches welcome the shift. They say it reduces bias tied to style and accent. It also helps introverts and early-career staff participate on equal footing.
Some HR leaders add a caution. Individual skill cannot fix weak incentives or unclear goals. If teams lack decision rights or resources, even strong influence skills have limits.
Equity advocates raise another concern. Influence can be uneven in environments where bias is present. Training must be paired with fair processes and managers who share airtime and credit.
How Companies Are Responding
Organizations are building influence into onboarding and manager tracks. They use short practice sessions, with role-play and feedback tied to real work.
Common elements include checklists for high-stakes meetings and templates for written proposals. Teams also use peer reviews to rate clarity of asks and fairness of trade-offs.
Leaders track progress with simple metrics. Examples include time to decision, number of rework cycles, and the share of stakeholders who sign off on first pass.
What Success Looks Like
Signs of growth show up in daily routines. Meetings end with clear owners. Emails open with the decision needed. Trade-offs are explicit, not implied.
Managers who adopt this approach tend to get earlier feedback and fewer last-minute surprises. Their teams report lower friction and more predictable delivery.
Wilding’s core claim reframes influence as practical and fair. It offers employees a playbook they can learn, practice, and improve. It also gives leaders a way to coach behavior rather than judge personality. The next test is consistency. Companies that align incentives, clarify decision rights, and train managers to model these habits are likely to see lasting gains. Watch for tighter meeting discipline, sharper written proposals, and faster, cleaner decisions as signs the shift is taking hold.
