If there’s one area of effective leadership where “my way or the highway” just doesn’t work, it’s how you choose to engage and influence those on your team—up, down or across or your organization. Newer generations are asking why, not just what, and leaders need to equip themselves with tools to negotiate agreement and buy-in—whether on organizational vision or an alternative business objective at a departmental level. Your first-line approach may easily wow one or two people and at the same time offend or alienate a half-dozen more.

My experience is that most leaders don’t intend to assert themselves in one way or another—meaning, most of us don’t intentionally speak, act or show up in a manner that says “take me or leave me.” It’s simply that we each have a certain style or approach that is most comfortable—our default—and we lack awareness to not only name our default, but the time and opportunity to know our audience, and build out other approaches to get them on board.

One thing is for certain: Contemporary leadership and a diverse workforce demand versatility in how we attempt to influence, and the need to meet people where they’re at has never been greater. The art of influence is complex and reflects a myriad of opinions and approaches. One of my go-tos is from Discovery Learning, Inc. Its research identified five categories of styles most engaged by leaders attempting to influence their team, but no one style is more effective than the next. The trick is two-fold—become a versatile leader with the ability to use all five depending on what the situation, audience and context demand, and develop the agility to change course if/when your approach isn’t working:

1. Asserting: When you know what you want, have a clear outcome identified and articulate your preferences clearly. You challenge others’ input, ideas, or questions, because you are just that clear.
2. Rationalizing: Using facts, figures, logic and reason, as opposed to emotion or gut instinct. Those familiar with the Myers-Briggs will note that an ‘S’ tends to engage this style most often. Likewise, when dealing with an ‘S,’ this influence style is most effective.
3. Negotiating: The ability to compromise and make concessions to reach consensus and common ground. A leader employing this style doesn’t think in a black and white way, but embraces the gray, takes the pulse of the group and considers the impact of a decision on all involved.
4. Bridging: Intentionally building relationships and connecting with others in your organization. Often demonstrated in leaders who engage in meaningful exchanges that reflect active listening, thoughtful questions and authentic concern for others.
5. Inspiring: The ability to influence by creating a sense of shared purpose, accountability and possibility. An inspiring leader will paint the picture of a vision and be able to create a relevant connection to it for each person around the table. “We’re all in this together and here is what the ideal outcome means to you … and you … and you.”

 
Remember—everyone defines great leaders differently. The most influential leaders know the individuals in their audience and have the ability to engage various styles to connect with and inspire each one as well as the capacity to read the group and course-correct in the moment.