Influence is the ability to gain support for an idea, goal, or change through clear communication, credibility, and attention to what matters to other people. In an interview, the real question is often not “Can you get your way?” but “Can you help people understand a worthwhile change and choose to support it?” section 3.0 section 3.5
A strong influence story shows the situation, the people involved, their objections or priorities, what you did to understand them, how you explained the benefit, and the result. This is especially important when seeking approval from leadership or support from people outside your reporting line. section 3.6 section 3.8
To make an influence example convincing:
- Start with a change or goal that would improve the team, organization, customer, or another group. section 3.6
- Name the resistance rather than pretending everyone agreed immediately. section 4.7
- Learn what the audience values, then connect the proposal to benefits they will receive, such as easier work or better results. section 3.8 section 6.13
- Use evidence and specific actions, not claims that people listen to you because you explain things well. section 4.7 section 6.13
- Finish with implementation and an observable result, including how attitudes or outcomes changed. section 3.6 section 4.7
Turning resistance into support
A sales team doubts a proposed strategy for reaching a new customer segment. Rather than repeat the idea, the employee speaks with customers and colleagues, gathers CRM data and practical examples, explains how the strategy could help the team after an initial rollout, and leads a session to address concerns. The result need not be instant unanimous agreement: showing a clear shift toward shared understanding is stronger than portraying influence as personal force. section 4.7
Influence also includes how you respond when persuasion fails. Describe the proposal and response calmly, avoid defensiveness, and show what you later learned—for example, that timing, resources, or information made the idea unsuitable then. This demonstrates judgment as well as persistence. section 4.5
Prepare several specific stories before an interview: one involving leadership, one involving peers or another department, and one involving resistance or an unsuccessful attempt. Tailor each story to the role, its likely stakeholders, and the organization’s values. section 3.18 section 13.4
