The influence audit: how to know where you stand
Influence is measurable
Every product and transformation leader knows influence matters. But few stop to ask: “How much influence do I actually have right now?”
We often assume influence is intangible. A mix of reputation, relationships, and results. But like any asset, it can be assessed, tracked, and strengthened. That’s the purpose of doing an influence audit. It’s a structured way to measure your current standing, identify gaps, and plan deliberate moves to expand your reach
Without an influence audit, you’re guessing. With one, you’re strategic
Why audit your influence?
Influence isn’t static. It shifts with restructures, leadership changes, and organisational priorities. Influence audits provide:
clarity. You can see where you are strong, and where you are vulnerable
focus. You can figure out which relationships you need to invest in
momentum. You can track progress over time
resilience. You are less likely to be blindsided by hidden blockers
Regular influence audits keep you ahead of the curve
The four dimensions of influence
An effective influence audit looks at four dimensions:
reach. How many stakeholders you can access directly or indirectly
depth. The strength of trust and credibility you have in those relationships
relevance. How aligned your influential relationships are with organisational priorities
resonance. How effectively you message lands with different audiences
Together, these dimensions give you a holistic picture of your influence
Step 1: Map your stakeholders
Start your influence audit by listing the people who matter most to your current priorities:
decision makers with formal authority
influencers with informal authority
allies, blockers, and swing voters
Then ask: “Where do I stand with each of them?”
Step 2: Assess your standing
For each stakeholder, rate yourself on the four dimensions:
reach. Do I have direct access, or do I rely on intermediaries?
depth. Do they trust me to deliver?
relevance. Do they see my work as critical to their goals?
resonance. Do my messages land in their language, or do they fall flat?
This doesn’t need to be complicated. A simple 1-5 scale is enough to reveal patterns
Step 3: Spot the gaps
Look for:
stakeholders with high reach but low depth (you have access, but not trust)
stakeholders with high depth but low relevance (they like you, but don’t see your work as critical)
stakeholders with low resonance (your message isn’t landing)
These gaps show you where to focus your energy
Example 1: The hidden weakness
A Transformation Lead assumed she had strong influence with Finance because she had regular access. But her audit revealed low depth. Finance didn’t fully trust her numbers. By investing in credibility - aligning her data to their standards - she turned access into real influence
Lesson: reach without depth is fragile
Example 2: The misaligned ally
A Director in Product had a strong relationship with a Director in Technology, but their functions had little overlap with current organiational priorities. They got along well because they had similar ways of working which they each wanted to introduce to the organisation because they could see it would improve the way they delivered products - better, faster, and more sustainably. They decided to join forces and quietly pilot new ways of working in their areas and share strategies and learnings so that they can prove to their executives a cultural and technology shift was needed. By signing up for a joint initiative, they turned a “nice to have” ally into a strategic partner
Lesson: depth without relevance is under leveraged
Example 3: The messaging gap
A General Manager in Transformation realised his updates weren’t landing with the C-Suite. He was speaking in operational detail, whilst they wanted strategic outcomes. By reframing his message into their language, he increased resonance and his influence grew
Lesson: resonance is as important as content
Step 4: Prioritise your moves
You can’t strengthen everything at once. Choose 2-3 influence gaps to focus on this quarter. For example:
deepen trust with one high stakes stakeholder
increase relevance by aligning your project with a strategic priority
improve resonance by tailoring your communication style
Step 5: Track progress
Influence is dynamic. Revisit your influence audit quarterly and see what has changed. Ask:
has my reach expanded?
has trust deepened?
is my work more relevant?
are my messages landing better?
Over time, you will see your influence grow. Not just by accident, but by design
Once you’ve mastered the basics, you can try:
influencing through your networks. Strengthen ties with connectors who can expand your reach
leveraging timing. Influence is highest after visible wins. Use those moments
balancing visibility and discretion. Sometimes influence grows by being seen. Sometimes influence grows by being trusted behind the scenes
cross pollinating. Build influence outside your immediate function to increase your resilience
Common mistakes leaders make
Deciding what moves to make after doing an influence audit is tricky. To do the audit, you need to focus on the details and activate your deep thinking mode. To decide on what moves to make, you need to lift your head out of the details otherwise you miss the big picture and risk not delivering on your strategy. Don’t:
confuse access with influence. Being in the room doesn’t mean you’re shaping the conversation or the outcome
over focus on allies. Neglecting blockers and swing voters leaves you exposed
ignore resonance. Facts without framing rarely persuade
treat influence as static. It shifts constantly and yesterday’s map is outdated already
Audit without anxiety
An influence audit isn’t about self criticism. It’s about clarity. It helps you to see where you stand so that you can act deliberately and make informed choices
The best product and transformation leaders don’t assume they have influence. They measure it, track it, and grow it. They treat influence as an asset; one that requires regular maintenance
Your homework for this week
If you audited your influence today, which stakeholders would surprise you the most? Why?
Things you could do to help you with this:
list your top 10 stakeholders
rate yourself on reach, depth, relevance, and resonance
identify 2-3 gaps to focus on this quarter
take one deliberate action this week to close a gap
revisit your audit in 90 days
Why this matters
Influence isn’t luck. It’s a measurable, manageable asset. Leaders who audit their influence regularly don’t just hope they’re effective. They know where they stand and they act strategically to grow their impact
In the politics of leadership, clarity is power and an influence audit gives you both
Want to figure out how strong your influence really is with the key players and close any gaps you may have?
Let’s work on this together. Here are three ways:
Influencing for Impact: This practical 2-day workshop is for you if you want to influence a decision maker, influence a change in customer or colleague behaviour, or influence someone to buy something from you
Executive and Leadership Team Coaching: Work directly with Lai-Ling to problem solve for your specific situation in a confidential setting. This is for you if you want to develop and execute on a game plan that is 100% tailored to you
Leadership Development: Invest in the product and transformation leaders in your company with leadership development that is customised for their role. This is for you if you want your people to learn about people and politics