It’s 4:45 on a Thursday and a deadline is looming. Your team is already stretched, and someone needs to pick up a piece of work nobody wants.

You could have a conversation about it, or you could just assign it.

Most of the time, assigning it feels like the responsible choice. It’s fast, clear and as the leader, you have every right to make the call.

 

The quiet appeal of position power

As a team leader, you have the authority to assign the work. You’re accountable for the quality of the work produced in your team and for the decisions that get made. Having authority isn’t a problem. It is a natural and inherent aspect of a role.

 

The problem is how easy it is to lean on that positional power, especially when time is scarce, the pace is fast, and workloads are heavy. Pulling rank becomes a tempting shortcut. It gets the task assigned and the conversation over with and it works, at least on the surface. However, here’s a question worth asking – What does it cost you when “because I said so” quietly becomes your default?

 

If leaning on your positional authority is your default, it builds compliance. People do what’s asked of them because they have to.

The alternative is to exercise influence. This skill builds something different: commitment. People do what’s needed because they want to do it, not because they must. This happens when someone understands what must be done and had a genuine say in either what gets done or how (or both).

 

Compliance gets the work done. Commitment gets it done well and keeps the work moving even when you’re not in the room.

 

“I don’t have time for that”

The most frequent challenge we hear managers raise is that they’re too busy for a conversation on every piece of work and that’s a fair statement. Bringing someone into a conversation feels slower than simply telling them what to do. Frankly, in the moment, it often is. However, over the life of the work, it usually isn’t.

 

The conversations often don’t have to be lengthy and when leaders do take the time for a conversation, we also regularly hear how it saved them time. When team members are involved, discussions tend to be more productive. Concerns surface early and fewer conversations have to happen twice. Moreover, people are far more likely to follow through because they helped shape what they’re following through on.  There’s a real difference between being part of the work and being on the receiving end of it.

 

The real question isn’t “Do I have time to influence?” Instead, the question is “Do I have time to keep re-explaining, following up, and re-assigning?”

 

What influence actually looks like

Even though your positional power is always there as a fallback, influencing skills don’t need that. What influence does require are interpersonal skills and choosing to build these skills pays off in stronger relationships, higher engagement, better results, and greater work satisfaction for leaders. Influence isn’t charm or clever persuasion. It comes down to practical strategies that happen in our daily interactions. Here are a few examples:

Be clear about what’s needed and why. This not only gives purpose to a task but also ensures the kind of clarity that prevents unaligned expectations.

Find the value for them. How might this work build their skills, visibility, or relationships?

Ask for their views. What do they see that you might not?

Share your own perspective. Your experience and judgment belong in the conversation too.

Land on clear decisions and actions. A good conversation that ends without a clear next step is just a nice chat.

 

Leaders with strong influencing skills are clear about what’s needed and genuinely interested in the other person’s perspective.

 

Where are you leaning on rank?

Take a few minutes to consider these questions, remembering that honest answers are more useful to you than comfortable ones.

• Think about the last few pieces of work you handed off. How many of those conversations started with a question rather than a directive?
• When someone responded with quiet acceptance or pushback, did you get curious or dig in?
• What shows up when you assign work and the pressure is on?
• Is there anyone on your team who’s stopped offering ideas? What might that be telling you?
• If your title disappeared tomorrow, which of your working relationships would still move the work forward?

 

The bottom line

Your authority is always there if you need it and there can be moments when you must make the call. The question is whether it’s your first move or your last resort.

 

Influence asks a little more of you in the moment, yet it gives back dividends of higher trust, increased energy, reliable follow-through, and a team that keeps growing. That is worth far more than the few minutes saved by pulling rank.

 

The next time you’re tempted to just assign it, pause and ask yourself, Am I looking for compliance or commitment? Start with just one conversation this week. With increased awareness and practice, you may be surprised how quickly influence can become your default, and how much lighter leading feels when your team is carrying the work with you.