Everyday Team Leadership: Influence Without Authority
In my career in business, I’ve often witnessed people who weren’t in a formal leadership role stepping up in powerful, positive ways - what I’d call leaderful actions.
These individuals weren’t asked, and they weren’t trying to grab power. They were simply doing what needed to be done - for the team, for the organisation, and for their own growth. They saw a gap and decided to fill it.
If that sounds like something you’re interested in, here are three ways to step into this kind of leadership:
ACTIONS
· Volunteer to support the team.
For example, if you find yourself frustrated that meeting actions never seem to get recorded, offer to manage the action list yourself.
· Challenge inappropriate behaviour.
Sometimes a simple, clear statement like “That’s not okay for me” is all it takes.
· Ask powerful questions.
Don’t always be the one with the answers - asking the right question can shift the conversation and open up new thinking.
· Share ideas.
Propose new ways of working, improvements, or actions the team could take.
· Offer a different perspective.
Even if you’re unsure how it will be received, your view might be the one that helps unlock a stuck conversation.
· Give feedback.
If welcomed, make sure your feedback is thoughtful and constructive.
· Take action when it matters.
Even if the issue doesn’t directly affect you, if it feels important - do something.
‘Leadership is an action, not a position.’
Donald McGannon
MINDSET
· Be a proactive team member.
Don’t fall into the trap of assuming “That’s the boss’s job” or waiting for someone else to act.
· Support others’ growth.
Offer mentoring - even informally - to colleagues within or outside your team.
· Coach by listening.
Ask good questions, be curious, and take genuine interest in others’ development - not because it’s your job, but because it matters to you.
· Move beyond being the fixer.
Shift from “Let me fix it” to “How could others help go about fixing this?”
· Stay steady during big changes.
When your organisation is going through upheaval, decide how you want to show up. Sometimes that means quietly challenging harmful narratives in informal settings – like in the café or canteen chatter.
· Understand the bigger picture.
Look beyond your immediate role or team. The more you understand the whole system, the more useful your perspective becomes.
SELF- DEVELOPMENT
‘Leadership and learning are indispensable to each other.’
John F. Kennedy
Take some time to reflect:
· What is my attitude toward my own development?
· Who has been a leadership role model for me, and why?
· What values and behaviours guide me now? How have they evolved?
The benefits of developing leadership skills - no matter your role - can be significant:
· Increased confidence in your abilities
· Renewed motivation and purpose
· Clarity about what matters most to you
· The ability to lead through influence, not just authority
· Stronger, trust-based relationships
RESOURCES
Access a sounding board.
Sometimes we need someone independent to help us see things differently. This could be a mentor or a coach - someone who can flex with you depending on where you are and what you need. You might have an internal system to help you find a coach, or perhaps look externally and explore what’s possible.
Create a peer learning circle.
Find one or two colleagues who are also interested in developing their leadership. Share experiences, give each other feedback, and explore ideas together - it’s a low-key but powerful way to stay accountable and keep learning. (See our resource – peering into the future for a few ideas)
Use reflection tools.
Whether it’s journaling, voice notes, or a short weekly self-check, developing the habit of reflection can help you notice your impact, track your growth, and stay connected to your intentions as a leaderful colleague.
Mary Millar is a coach at Oasis Human Relations, one of a group of thirty plus practitioners working in partnerships across sectors as coaches, hosts, convenors, speaking partners, facilitators, researchers and changemakers.
Here’s Mary to tell you a little bit about her approach to coaching:
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