Influence Without Authority

by Allan R. Cohen, David L. Bradford

Get what you need to achieve your objectives and produce results

Influence Without Authority is the classic guide to getting what you need from people you don't control. Getting things done requires collaboration, and convincing others to contribute requires political skill; this book introduces the Exchange Model, in which you get what you need by offering something of value in return. The key lies in knowing what the other person values—that's their "currency," and it's your immediate tool for coaxing their cooperation. This model has been proven over decades, as organizations around the world have turned away from frustration and resignation toward collaboration and results. This book shows you how to implement the Exchange Model at the personal, team, and organizational level to raise the bar for performance and leadership.

This new third edition has been updated reflect the changing face of the workplace, and includes new examples and information on geographically dispersed virtual teams. Supplementary materials facilitate classroom and training use with discussions, role-play, videos, and other ancillaries that deepen understanding and promote practical application.

Get what you need from the people who have it through mutual exchange Think in terms of interest, and pinpoint the "currencies" other people trade in Apply the Exchange Model across entire organizations to lead major change Learn practical real-world strategies for influencing those you do not control The ability to influence those not under your authority is becoming ever more valuable. Organizations are flattening, and outside contractors are taking on larger roles than ever before—getting results now means lateral cooperation, often across borders, time zones, organizations, and more. Influence Without Authority provides a proven model for success in this new environment, with expert guidance for real-world application.

Genres: Business, Leadership, Nonfiction, Management, Psychology, Self Help, Communication

308 pages, Kindle Edition

First published January 1, 1989

Reviews

[Richard Newton · Rating 3 out of 5]

I had to think a little about how many stars to give this book - it's often the same issue with business books. Do you judge them on the value of the business advice, or on their qualities as a written text? I've gone with the quality of the advice - if I marked business books on their qualities as written texts then few would score highly!

This book is focused on reciprocation, or what we might more colloquially call give and take. It takes what is a normal and largely subconscious part of life of for most of us and tries to make it into an explicit science, in the specific context of work and large organisations. It partially succeeds.

Let me start with the down sides. I had three issues with the book. Firstly, it takes what is a part of influencing and expands it into the be all and end all of influencing (for a better and broader view see Cialdini's Influence - The psychology of persuasion). I think they stretch the topic a little and include all sorts of stuff, which you can at a stretch consider as give and take, but most of us would not. Secondly, I think it is about 40% too long - a 100 pages less would have been more impactful. Finally, although it is clearly written it is somehow not very engaging. I can't quite put my finger on why this is - but I kept reading pages, and on getting to the end of them realised I had taken nothing in because my mind had wandered off and I had to read them again.

On the other hand there is some good stuff here. It takes our vague view of give and take, and describes a structured process for understanding this. Perhaps a little over-engineered but it's helpful. Secondly, it stresses some really useful lessons. One of these is the apparently obvious, but regularly forgotten, lesson that we each want different things. When negotiating with anyone what's important, if we want to get our way, is not just what we want - but what is valuable to the other person. What this book calls "currencies". Often these are completely different from the things you value. I think this is nicely explained. Another lesson is that you should never underestimate how much influence you can have, even if at first you think you have none.

So overall, yes this may be helpful to you navigating the corridors of power in any organisation and achieving your outcomes. But its very much in the category of worthy rather than enjoyable reads. On this basis I've stretched to 3 stars.

[Greg · Rating 1 out of 5]

Suggested Title:
How to Bark like a Corporate Dog
A Sociopath's guide to manipulating people with a smile

There seems to be a trend when I read personal development books like this. Every author has this tendency to reduce relationship down to the exchange of a currency. Books on relationships... trade love points. Books on Business trade favor points. It's the same thing every time. The only difference between each book seems to be the associated anthology of anecdotes which support how smart and qualified to write this book the author is.

Maybe I'm not cut out for this type of book. In my experience - just as soon as you start thinking about relationships in terms of currency exchange and behaving accordingly, you've just gone and revealed yourself to anyone with any real emotional or social intelligence as a 'phony'.

I can't endorse this book unless of course you're an AI trying to reverse engineer how real people with feelings appear to work in the context of human relations to achieve mutually beneficial end results.

[Maciej Bliziński · Rating 2 out of 5]

At some level this book is just common sense. Establish connections with people, do something they value, and they will be more likely to do something if you ask them. But… devil is in the details. I think the advice in the book is good, but the book could present the same information in half the size.

[Luanna · Rating 2 out of 5]

finalmente acabou 🙏🏻

mais um exemplo de livro que poderia ser um artigo!
se resume em:

- analise as motivações das pessoas com quem você trabalha
- evite julgamentos e tenha empatia
- faça trocas, buscando sempre o mesmo “valor” da moeda de troca
- tenha uma comunicação clara

e é isso

[Cristian · Rating 4 out of 5]

The book can be summarized as: "Everybody wants something and in order to get their support, you just have to find that something and give it to them".
The book aims to be a comprehensive guide to giving people what they want in exchange for support. It covers every business scenario I could think of.
I would recommend this for anyone working in a business environment, as it offers practical advice for many, many situations. A bit dull and repetitive to read after you get the gist of the book, but useful none the less.

[Jason Carter · Rating 3 out of 5]

I "won" this book in my executive MBA course by knowing who said, "Power corrupts. Absolute power corrupts absolutely." (Lord Acton, FWIW).

Cohen and Bradford present a six step model for influencing without authority, which is good, as far as it goes. All of the levers, though, revolve around Exchange--which evert student of leadership knows is only one of the tools of influence.

The booksuffers from being overly detailed and repetitive. "Influence," by Robert Cialdini, is more concise and comprehensive, without the over-reliance on a single lever.

Meh.

[Barack Liu · Rating 5 out of 5]

582 - Influence Without Authority - Alan R. Cohen - Communication - 1989

Barack
August 17, 2025

https://book.douban.com/review/16975186/

Influence Without Authority, first published in 1989. Getting work done in today's organizations requires collaboration skills. This book explains how to gain the cooperation of those over whom you lack formal authority by offering them the "currency" they value. It aims to provide you with powerful techniques for breaking through interpersonal and interdepartmental barriers and motivating people to pledge their support, time, and resources.

Allan R. Cohen was born in Cleveland, OH in 1938. He attended Amherst College, Harvard University. Edward A. Madden Distinguished Professor of Global Leadership, 1991-1998. Chairman of the Board of Trustees, Newmarket Health Center, 1976-1982; Vice Chairman of the Board of Trustees, Cambridge Weston School, 1986-1994; Member of the Vinfen Board of Trustees, 1998-present.

Table of Contents
Part I: Introduction
Chapter 1: Why Influence: What You Will Get from This Book
Part II: The Influence Model
Chapter 2: The Influence Model: Trading What They Want for What You've Got (Using Reciprocity and Exchange)
Chapter 3: Goods and Services: The Currencies of Exchange
Chapter 4: How to Know What They Want: Understanding Their Worlds (and the Forces Acting on Them)
Part III: Practical Applications of Influence
Chapter 8: Gender and Influence: Beyond Stereotypes (Coauthor, Nan Langowitz )
Chapter 9: Influencing Your Boss
Chapter 10: Working Cross-Functionally: Leading and Influencing a Team, Task Force, or Committee

In his "Theses on Feuerbach," Marx declared, "Man is the sum of all social relations." As social beings, we inevitably come into contact with others, drawn to each other through glances and words. Whenever there's interaction, influence begins, whether you acknowledge it or not. Things as small as a dinner date with a roommate or as grand as proposing to a woman may seem worlds apart, but at their core, they're both attempts to influence others: the attempt to imbue one's opinions with one's will, or even, to influence them to act in the direction desired, or even to deflect them. We often see power in the form of armor and helmet—your superiors hold your job, your subordinates are at your beck and call. Because they hold the keys to your immediate interests, people mistakenly believe that influence comes only from coercion, from a piece of paper labeled "power." However, life often involves neither a revolver nor a helmet, but simply a mouth, an expression, and a moment of opportunity, yet influence still quietly takes place. Some of the interviews I've participated in were conducted as leaderless group discussions, with a dozen or so strangers sitting around a table, each arguing their own opinions and ultimately trying to produce a cohesive report. The atmosphere was lively, but the competition was fierce: some were quite capable but reluctant to raise their voices; others were full of energy but empty. Without the formal hierarchy of superiors and subordinates, why should others accept your opinions? Thinking that simply saying "I'm right" is enough is childish naiveté. Opinions must be well-founded, but they also need to be practical: the argument must have substance, the reasoning must have substance, the expression must be measured, the gestures must have room for maneuver, and the right words must be delivered at the right moment. Otherwise, even the most brilliant ideas will be drowned out by the harshness of the voices. The same applies to everyday conversations with parents. When conflict arises, it's not necessarily about one person's stance being absurd, but often about a misstep in the communication process: a slightly harsher tone, a quicker start, a detour in logic, and a knot in the heart. A misunderstanding that could be explained is forced into a confrontation by attitude. What might be thought of as a "clash of ideas" turns out to be a "problem of method." As for couples' sulking, it's even easier to explain: they clearly have each other in their hearts, yet the knife comes out of their mouths. An inappropriate word, an extended silence, can push someone several feet away, and by the time regret sets in, the bridge has quietly collapsed behind them. These aren't trivial matters; they influence success or failure: if you don't know how to exert force, you'll be used by force; if you don't know how to turn, you'll only collide on the straight path. The so-called "influence in the absence of authority" isn't a magic trick, but rather a recognition that the world is largely free of commands and stigmas, relying solely on the exchange of interests, the flow of emotions, the subtle adjustments of information clarity and order. Therefore, you must learn not only to "say the right thing," but also to "get it right," and to "speak in a way that people are willing to listen." It's not just about being "reasonable," but also about being "evidence-based, orderly, and measured." The art of influence, ultimately, is the ability to weave content, method, and timing together: allowing others to see your reasons and your good intentions; giving them a way out without compromising your own principles; and learning to refine your approach without abandoning your goals. Failure to do this will lead you to resemble the silent voice in a discussion, the exasperated parent or child in a family, or the resentful lover in a relationship— not because you lack opinions or feelings, but because you don't know how to exert them, ultimately watching opportunities slip through your fingers. Learning to influence in the absence of authority is like setting sail on a calm day: the sail must be full, the mast steady, and the steering hand must know when to tighten and when to loosen. If you can do these, a meal for your roommate will not be difficult to get, and a nod from a girl will not be far away; if you can't do these, even if you have a bunch of keys hanging around your waist, there will only be empty sounds when you knock.

The author puts forward a core principle: What they want for what you've Got, using reciprocity and exchange— exchange what you have available for what the other person truly wants at the moment; in short, reciprocity, equivalence, and exchange—neither shady nor self-deception . The logic is simple: we all nod, convinced it makes sense, but when confronted with reality, our hands tremble and our feet slip. The most common mistake is not even being able to articulate "what the other person wants." It's not that we lack a heart, it's that we don't see; it's not that we don't see the person, but that we don't see their needs. We either make assumptions and judge others by our own standards; or we are led astray by polite pleasantries and complex phrases, unable to ask the key questions or hear the underlying meaning. The result is a flurry of activity, like piercing a needle into cotton wool—neither pain nor itch. Once we overcome the first hurdle, the second difficulty quickly arises: Now that we understand what they need, how do we meet it? Should we offer emotional value, straightforward monetary and material goods, practical resources, or a soft connection that connects us to their world? In short, should we offer comfort, a transfusion, or a bridge? Failure to prioritize this step can easily lead to the wrong remedy: handing over a contract when comfort is needed, reasoning when resources are scarce, and empty talk of ideals when referrals are needed. The medicine may work, but if the root cause isn't identified, it's ultimately ineffective. Moving on, we reach the third hurdle: satisfying someone doesn't necessarily require "I'll do it"; the key is "making it happen." When someone asks for a job, you don't have to be hiring to be considered a success. If you can refer someone internally, do so; if not, introduce them to someone who can make the decision. Even if the offer can't be immediate, provide a path, guidance, and reminders—partial satisfaction is still satisfaction, and timely water is better than belated water. Many people shrink at this point, thinking they're stingy by not offering the whole package. This actually means they don't understand the proper balance of "fragmenting the supply": breaking the other party's needs into smaller, feasible pieces. Those that can be fulfilled immediately should be provided immediately, while those that require time to develop should be included in commitments with deadlines. This is better than empty promises and more honest than "I'll talk to you when I have the opportunity." On a deeper level, the author's reminder isn't just about "what you can give," but also about "what to give first." "If you want to receive, you must give first"—a cliché, yet few truly practice it. From a more practical perspective, giving first builds a "trust storehouse" in others' hearts; with food in that storehouse, you won't be left starving when you need help. More broadly, try to minimize your purposeful giving and loving, simply seeking peace of mind—isn't that wonderful? Of course, no one is perfect, and it's inevitable that we will have desires. At least we can put those desires aside and prioritize the good things we can do. These three steps: first, clarify what they want, then select what they need, and then satisfy them in layers with what you can. And with a willingness to give first, reciprocity and equality won't just become empty words. It sounds ordinary, but it's not. Train your eyes to discern the motives behind others, train your ears to hear unspoken words, train your hands to separate the chips into the appropriate pieces, and finally, train your feet to take the decisive step when the opportunity arises. Thus, "exerting influence where there is no authority" is no longer a matter of showing off or making empty promises. It's the integration of four key elements: identifying needs, allocating supplies, stratifying, and giving first. You have what you can do, he has what he wants, connected by the fine thread of reciprocity. The thread doesn't need to be thick, but it must be strong; the knots don't need to be numerous, but they must be tied where they are needed. With this approach, exchange becomes an order that emerges from the moment we meet. Influence no longer relies on voice or position, but on clarity, discretion, and patience. Only in retrospect can we understand the meaning of using what you have to provide what he needs, achieving mutual success through mutually beneficial means.

Since we've already stated that the foundation of influence is exchange, there's no need to beat around the bush: the essence of exchange lies in aligning what they want with what I have. The book refers to this type of exchangeable item as currency, which roughly translates to "hard currency"—a bargaining chip that can be circulated in the real world and recognized by the other party. The principle is simple: what others need is often not what you currently have. If they want a decent meal and you can't cook, the most common approach is to pay for it or simply go to the market and buy it for them before handing it over. These two paths may seem different, but the premise is the same: you must first possess hard currency that can be exchanged. This applies to everyday life as well—human desires are complex and complex, and it's impossible for you and me to satisfy them all personally. Therefore, we have to use what we have to exchange for what they want in the market. Of all hard currencies, money is the simplest and most straightforward. As the saying goes, "money makes the world go round." Once money is transformed into the products and services they truly desire, it is instantly transformed into the products and services they truly desire. Looking back, our daily hustle and bustle is ultimately about accumulating hard currency that others recognize: some in our wallets, some in our minds, some in our reputations, and some in our networks. When I was an undergraduate, I heard someone say, "If you want a full pocket, you must have a full head." Most people aren't lucky enough to be born with old silver coins handed down from their ancestors, so what's the solution? We have to invest time and energy, increasing our human costs, honing our talents into commodities, packaging our experience into services, and cultivating our information and connections into tradable bargaining chips. Ultimately, there are only two paths: provide products or provide services. If you can cook, others pay for your meals; if you can program, others pay for your code; if you're willing to work hard, others pay for your moving services; if you know how to massage, others pay for your skilled hands. While seemingly distinct, each of these paths answers the same question: What exactly can I offer? Where does it fit on the spectrum of needs? Is it a full meal or a side dish? Is it a one-time solution or a temporary supplement? If even this point isn't clear, the idea of exchange becomes mere lip service. If it is, you'll know how to discern whether the other party seeks taste, satiety, or respect, and then decide whether to respond with money, goods, skills, or connections. Influence grows from this, not through shouting or bravado, but by firmly aligning what I have with what they want: I don't have to do everything myself, but I must be able to exchange everything; I don't have to be born wealthy, but I must make my head and hands universally available. In this way, the market ceases to be a wall of indifferent observation and becomes a bridge through which one can traverse. When your hard currency circulates sufficiently, the so-called "influence without authority" will occur quietly—not through loud voices, but through giving what is needed and exchanging what is needed.

The Analects of Confucius says, "Do not do to others what you do not want done to you." This is the bottom line in dealing with others; however, simply adhering to this bottom line is far from enough, as people's needs vary. As the saying goes, "My honey, his preserves—both sweet and delicious—deliver two different flavors." To truly influence others, it's not just about restraining yourself from imposing your influence, but also about discerning and delivering—observing what the other person truly wants and then matching that with what you can offer. Otherwise, no matter how respectable you appear, you'll ultimately end up with good intentions but bad consequences. I once had a naive prejudice, believing that all interpersonal interactions should be "meaningful," and that eating, drinking, and having fun were all superficial. Looking back, I realize this was a case of blindly thinking. If you don't know who someone is, where they come from, what they're going through, what they like and dislike, and whether they need comfort or opportunity, food or a map, then what you consider "things" may be seen as "burdens" by others. To give effectively, you must first see clearly: first, understand the person's background, circumstances, and emotions, then sort out their spectrum of needs. You don't have to be a master of everything, but you must know what you can offer in exchange—sometimes it's time and effort, some knowledge and skills, some information and referrals, and sometimes simply cash. Sun Tzu said, "Know yourself and your enemy, and you can fight a hundred battles without defeat." When it comes to influence, knowing your enemy means understanding what they want, while knowing yourself means assessing your own capabilities. The former prevents you from giving indiscriminately, while the latter prevents you from making empty promises. Only when both are combined can influence be effective. More importantly, do n't treat influence as a mere transaction with immediate settlement: Sometimes, you satisfy someone's immediate needs without immediately demanding a return. This isn't a loss, but rather a seed of trust planted in their heart, like money deposited in a bank, quietly growing and growing. When the wind turns, it will sprout at the right time. Reciprocity isn't about always giving change on the spot, but about allowing both parties to see the value flowing in over time. In short, to discern the needs of others, you must first understand the person before you can offer them. Otherwise, you're like pouring hot soup onto a cold stove, bustling with activity only to produce a puddle of cold water. Just like predicting the weather, you must first understand wind, rain, and when thunder is expected. If you don't even learn these things, how can you avoid getting wet when you go out? The art of influence is nothing more than twisting the self-discipline of "not wanting to be treated the same way as yourself" with the careful observation of "what each other wants," forming a useful rope: one end tied to the other person's present state, the other to your own capabilities, and the middle tied with discretion and sincerity. If the knot is tied firmly, even without boasting, things will be accomplished.

To exert influence in a position of authority, one must first clarify a simple yet often overlooked matter: what exactly do I want? If even the priorities of desires are unclear, so-called influence is like shooting an arrow into the fog. We seek influence simply to obtain certain things—positions, opportunities, resources, time, recognition—a long list of them is possible. However, no matter how long the list is, it must be organized: which are the "bottom-line needs" that are essential, which are just "nice-to-haves" that are nice-to-haves, and which are more like "scraps" that are just for the sake of it. Without clear priorities, people are prone to making choices that are inconsistent: they clearly only want hot soup, but are presented with a colorful plate of cold dishes and comfortingly say, "Not bad." This kind of confusion is not uncommon in life: someone receives several job offers: Company A does what they want, Company B offers higher salaries, and Company C is located in a city they prefer. Without first prioritizing their "most desired" needs, they are forced to circumvent the advantages, ultimately choosing an answer they will later regret. If even making choices is difficult, how much more so is influencing others? If you haven't even decided on your own direction, trying to pull others in with you is a fool's errand . But let's shift gears: we often have more to offer than we realize. People often think of "hard power" on paper—titles, certifications, achievements. While important, these are only a fraction of what's available. According to this book, anyt

[Shhhhh Ahhhhh · Rating 5 out of 5]

A book worth reading several times over, though, as per the author's recommendation, probably most effectively used as a quick reference book.

My major takeaways from this book are as follows. In social interactions, we are always making trades, especially in business environments. Lack of awareness of currency preferences in these trades, your own and your trading partner's, leads to social and organizational friction. Getting disappointing results from offers that we believe are tempting, valuable, and/or serve the good of the organization or group that you both serve, can often lead to the formation of false conclusions about your trading partner's motives, character, or commitment to the work. These false conclusions are typically negative and are one of the ways that you can cut yourself off from trade opportunities. One of the ways to prevent this is to assume that someone is open to making a trade, rather than that they are entirely unwilling to engage. It is important to know your own currency preferences (time, being left alone, working on challenging projects, accolades, growth opportunities, a specific job, more money, etc), what currencies you are able to provide others with (same + dedication of institutional resources or social credibility), and what currencies your trading partner desires (same + specific goals, looking good to their boss, alleviation of negative currencies, etc). Once you have that information, and enter the interaction with positive assumptions, you can see if trade is possible. That is to say that you can see if anything you can offer that other person will satisfy a need they have. People and companies also have different styles of relating. Some environments require more aggressive forms of currency, such as direct threats, in order to make trade possible.

[Bill · Rating 2 out of 5]

For many, this book is simply a compendium of common sense and behavioral anecdotes. For others, I'm sure it is packed with new ways of thinking about their colleagues and organizations. Sorry to say, I'm in more of the first camp. Yet, I did read several chapters and skim the rest and am of the opinion that there is some good stuff, well presented. It just didn't break much new ground for me.

[Debbie · Rating 2 out of 5]

Subtitle could be How to Get What You Want from Other People at Work. The authors focus on cross-departmental projects. It's quite repetitive, and what it comes down to, in my opinion, is be nice to others and maybe they'll help you out.

There's more, obviously, but I won't ruin it for you.

[Shay Hafez · Rating 1 out of 5]

النوع الأسوأ من الكتب.
عنوان جذاب لفكرة ساذجة مع إسهاااااب لا ينتهي بدون معلومات مفيدة، ومحتوى مبعثر لا يسهل الرجوع له. هذا مع تلاعب بالعبارات والكلمات ليبدو النص أقل مللًا، وقصص سخيفة لا تسمن ولا تغني من جوع حتى يظهر الكتاب بمظهر محترف.
محاولة بائسة لتقديم كتاب مختلف للقراء.

[José Estevan · Rating 3 out of 5]

Nice ideas here and there but it is way too long and dense. These ideas can be presented very efficiently on a 20 min TED Talk.

[Michael · Rating 4 out of 5]

Context of the Book. First published in the late 1980s, has gone through three editions.

Available in hard copy, soft copy, audio book, Kindle, and on Scribd. Note the exclusivity of third edition on Audible. Audible version has a helpful PDF you can download with diagrams, charts, worksheets from the book.

Strategy on reading a large book. Introduction, Conclusion, Table of Contents, Pick a Couple Chapters (Experience from PhD work in the humanities/social science qs, assume true in other disciplines)

Authors are both college professors (Babson and Stanford) and consultants. Prototypical B-School Faculty Model. YouTube videos and appearances on podcasts.

Authors have academic style references (endnotes) but have also set up a website (in theory this allows for evergreen approach, but it practice it is not up to date or well maintained)

Book that I have never read it, but many of the passages echoed with me. Found myself making copious notes with callouts to examples of work at AWS and prior to AWS.

Amazon Leadership principles reflected throughout. Earns Trust, Disagree and Commit,

References to Robert Moses as an example of over the top "not the way to do it" kind of influence. References to marvelous Mrs. Maisel protest against Robert Moses.

Another issue "Undue Influence." Mandatory training on ethics. Particularly in the private sector. What is undue influence in what setting. Paying bribes to immigration officials in Pakistan.

I made a note about how this sounds like Robert Caro's Book on Moses. Also suggested that is multivolume book on LBJ could be helpful. And then that note appears on the next page.

Structure of the Book: Lays out a model (Cohen-Bradford Model of Influence Without Authority), steps you through the model, then gives you examples (good example of repetition for retention -- tell them what you are going to tell them, tell them, and then tell them what you just told them). HEAVY RELIANCE ON STORY. The words we use (normative value of LPs at AWS). Point about quantitative vs. qualitative data.

Use diagram to step through the model (Audible PDF Download). Each part of the model has tie ins to other areas of inquiry, ie. Diagnose the World of the Other Person, as call for empathy with tie in to emotional intelligence. Also call for Diversity, Equity, and Inclusion (DEI).

What is distinctive about the Third Edition? Added in Two Chapters

Chapter on Gender by a Woman. Social Construction vs. Essentialism, Issue of Heteronormativity. Urges Allyship (Male Allies Group tie in)

Chapter on Influencing at a Distance. (Pre-COVID). Still valuable insights, though it does not deal with the "Zoom fatigue phenomenon." Also the networking stuff kept screaming out LinkedIn! How I got my job at Amazon.

Other things that the touch on are "Cultural Relativism," or the idea that concepts of what is too direct are culturally determined, etc.

Other chapters, such as those on Leading Major Change Initiatives are classics (tie in to Pink but not Kotter). Resonates from time as Advisory Consultant, but also earlier as a CIO. And most recently in conversations in Chile. The importance of Diagnosing people's world and establishing connections with people. Chile and the other 911.

[Rakhi · Rating 5 out of 5]

Influence without authority is an out and out practical book. It gives us pragmatic directions about how to influence people who are not in the same department as ours and also the people who are seniors. We have read numerous books about how to influence people but this is one book which tells us how to influence without authority.



The book gives you a useful model and the practical strategies for influencing your colleagues, managers, or customers in order to meet your goals.


The book lays out a detailed study on the business strategies as well. Author gives an influence model for us. The books gives an idea about how to understand what they want and offer more than what you think. Author tells us not to think beyond stereotypes. Influencing at a distance is a unique topic that many of us won't think about as a priority.



To have influence, you need resources that other people want to trade for what you want.


Organisational politics, these days, is the toughest nut to crack and author gives us the cheat code into it. Shortly, author tells us about anything and everything that helps you in influencing your colleagues without authority.



Thanks Wiley India for the review copy.

[Raj Agrawal · Rating 4 out of 5]

As far as self-help books go, this is a pretty good one. I picked it up because of some recent struggles I experienced when put Into a peer-leadership role. I didn’t have the same successes I normally had in motivating, unifying, and team-building. I was defeated at almost every attempt. I wanted to know why.

This book highlights the manipulative side of influence. I’m not sure I could sincerely apply them, but I did discover that there was another member of my team who used these techniques quite naturally. While I knew he was up to something to try and get favor, I didn’t realize it was to this extend and with this kind of expertise! This boon gives examples, mitigation measures, and courses of action that I would not have thought of, while reminding the reader of basic tenants of connection and leadership. Fun book, but not one I’d necessarily recommend if you’re looking for positive and active (integrity-based) leadership techniques.

[Prasanna · Rating 4 out of 5]

So this book took me a while to finish - it was referred to me by a friend as a way to think about the workplace interactions differently. This book sometimes feels repetitive but the ideas, or at least the core of the ideas are pretty spot on. It establishes a framework to think about the "politics" at work without really getting too caught up and flustered about it. In some ways it's really about understanding each other's currencies. Not everything will work immediately and the author doesn't present it as a silver bullet to handle all kinds of issues in modern workplaces, but it's definitely a good read to get a good handle on ever changing workplace dynamics.

[Robert Bogue]

“Nobody has ever had enough authority – they never have and they never will.” It’s the first highlight in Influence Without Authority, and it is the defining statement for why we need to learn how to influence others without authority. Coercive influence is corrosive to relationships. It must be used sparingly when it is available, and it’s often not available. The fundamental message on how to influence through authority is through the law of reciprocity.

Read more

[Ben · Rating 1 out of 5]

If you institute the ideas in this book, you may gain power and influence but you will do so at the detriment to the culture. And in my experience, a good company culture will achieve everything you’re looking to accomplish and gain without all the fallout and turnover.

If you’re looking how to grow in leadership, there are many better books out there. If you’re looking to climb your way to the top by stepping over all the “little people,” you just found a great book to teach you.

[Sunem Beaton-Garcia · Rating 5 out of 5]

In organizations today, getting work done requires political and collaborative skills. That’s why the first edition of this book has been widely adopted as a guide for consultants, project leaders, staff experts, and anyone else who does not have direct authority but who is nevertheless accountable for results. In this revised edition, leadership gurus Allan Cohen and David Bradford explain how to get cooperation from those over whom you have no official authority by offering them help in the form of the “currencies” they value. This classic work, now revised and updated, gives you powerful techniques for cutting through interpersonal and interdepartmental barriers, and motivating people to lend you their support, time, and resources.

[Carla Fair-wright · Rating 4 out of 5]

Allen R. Cohen and David L. Bradford have given us a reliable and enduring model for gaining the cooperation of those who control the information, resources and support needed to be successful. In the book, we learn to motivate people over whom we have no authority. It should be read by anyone in a leadership role and also by managers interested in achieving excellence.

[David McAtee · Rating 3 out of 5]

This book has good insight into the world of corporate culture and influencing others. I thought the content was applicable and thorough.

I gave it three stars because of the length of detail they went on each example. The first 4 chapters are great and the last 4. The middle 8 droned on for me.

Overall - good material but, pick the chapters you want to read.

[Caitlin Chasmar · Rating 4 out of 5]

Read as part of a work book club and got a few good nuggets of inspiration. Has a lot of really good concepts and actionable advice on influence, both when you have authority and don’t. Some similar concepts to 7 Habits like win-win and leading with positive assumptions. Took a while to read because I took notes the whole time.

[Chuck · Rating 5 out of 5]

Started off slow, and structured for the corporate environment. However, the examples can be used in all aspects of life and serve as a very handy and useful checklist for areas of improvement, introspection and reflection and reminder. Practical and useful.

[Matthew Maclean]

It was very repetitive in the first half, but it improved significantly in the second half. It could have been 1/10 of the size or have more case studies (rather than referring to the website). That said, it was still a very useful read.

[Elise Allen · Rating 3 out of 5]

I had to read this for work. Good read for thinking about how to gain the most from what you need (and remember when others need from you). But, since there is not a discussion group, I have to figure out how to implement alone.

[Jennifer · Rating 2 out of 5]

The version i read was so dated and full of misogynistic viewpoints on how professional women should behave. It was very ferenghi in concept on how everyone has a currency that they value. The key is to clue in on what you can best offer the individual to make mutially beneficial trades.

[Shari · Rating 3 out of 5]

Some really great principles but written in a very dull, textbook manner. Personal takeaway: practice solid relational skills and build strong relationships in order to make way for influence.

[V. Lyons · Rating 2 out of 5]

There were a few good tips, but it was otherwise a repetitive slog, especially toward the end.
My advice: read up to the halfway mark--that's where all the good stuff ends.

[Shannon Mccarthy · Rating 2 out of 5]

A required read for my MBA. Not a favorite from a management standpoint, but I've also certainly read worse. Okay for required reading but probably wouldn't pick it up off the shelf.

[John · Rating 1 out of 5]

Sorry, but I felt this was repetitive and presented a jaded view of the workplace. I couldn't finish it.