How Senior Leaders Can Build Their InfluenceSKIP TO CONTENTHarvard Business Review LogoHarvard Business Review LogoPersuasion|How Senior Leaders Can Build Their InfluenceSubscribeSign InLatestMagazineTopicsPodcastsStoreReading ListsData & VisualsCase SelectionsHBR ExecutiveSearch hbr.orgSubscribeLatestPodcastsThe MagazineStoreWebinarsNewslettersAll TopicsReading ListsData & VisualsCase SelectionsHBR ExecutiveMy LibraryAccount SettingsSign InExplore HBRLatestThe MagazinePodcastsStoreWebinarsNewslettersPopular TopicsManaging YourselfLeadershipStrategyManaging TeamsGenderInnovationWork-life BalanceAll TopicsFor SubscribersReading ListsData & VisualsCase SelectionsHBR ExecutiveSubscribeMy AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesSign InHarvard Business Review LogoPersuasionHow Senior Leaders Can Build Their Influence by Rebecca KnightMarch 23, 2026Connect Images/Getty ImagesPostPostShareSavePrintSummary.   Leer en españolLer em portuguêsPostPostShareSavePrintYou have an idea to bring in revenue in the next quarter. The case is solid and you’ve done the homework. But you can’t get your peers on board—and your boss isn’t biting either. The problem isn’t always you. It’s that getting traction at this level requires more than a strong argument. So how do you build momentum? How can you get other senior leaders to act? And what should you do when people push back?Rebecca Knight is a journalist who writes about all things related to the changing nature of careers and the workplace. Her essays and reported stories have been featured in The Boston Globe, Business Insider, The New York Times, BBC, and The Christian Science Monitor. She was shortlisted as a Reuters Institute Fellow at Oxford University in 2023. Earlier in her career, she spent a decade as an editor and reporter at the Financial Times in New York, London, and Boston.PostPostShareSavePrintRead more on Persuasion or related topics Power and influence and LeadershipPartner CenterStart my subscription!Explore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceExplore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceFollow HBRFacebookX Corp.LinkedInInstagramYour NewsreaderHarvard Business Review LogoAbout UsCareersPrivacy PolicyCookie PolicyCopyright InformationTrademark PolicyTerms of UseHarvard Business Publishing:Higher EducationCorporate LearningHarvard Business ReviewHarvard Business SchoolCopyright ©2026 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.

Senior leaders frequently encounter challenges in gaining support for their initiatives, often facing resistance from peers and superiors despite presenting robust proposals. Rebecca Knight’s analysis, published in *Harvard Business Review*, elucidates that successful influence at this level transcends merely articulating a compelling argument. Instead, it necessitates a nuanced approach focused on understanding motivations, fostering relationships, and skillfully navigating pushback. Knight’s reporting, drawing on her extensive experience as a journalist for publications like the *Financial Times*, reveals that the ability to cultivate momentum amongst senior executives hinges on a strategy built upon trust, shared understanding, and an appreciation for the complexities of their perspectives.

A core element of building influence, according to Knight, lies in recognizing that senior leaders are primarily driven by concerns regarding organizational outcomes and long-term strategy. Simply presenting a “case” devoid of context, specifically how an initiative aligns with overarching goals, is unlikely to generate buy-in. Instead, those seeking to influence must demonstrate a deep comprehension of the recipient’s priorities – whether it’s financial performance, competitive advantage, or reputational considerations. This involves proactively articulating how the proposed idea contributes to these goals, framing the discussion not just around the idea itself, but around its impact on the leader’s sphere of responsibility.

Furthermore, Knight emphasizes the significance of establishing rapport and trust. Senior executives are keenly aware of who they can depend on for honest feedback and strategic advice. Building this trust requires consistent communication, demonstrating a willingness to listen to concerns, and openly acknowledging any potential drawbacks associated with the proposal. It suggests a shift away from assertive persuasion and toward collaborative dialogue, where differing viewpoints are valued and explored rather than dismissed. When faced with resistance, particularly from peers, the individual should respond not with defensiveness, but with genuine curiosity, seeking to understand the source of the objection. This can be achieved by asking probing questions to uncover the underlying rationale behind the hesitation, demonstrating a commitment to finding a mutually agreeable solution.

The process of addressing objections is particularly critical. Knight’s reporting suggests a strategic approach to responding to pushback. Rather than immediately defending the original proposal, it's advisable to acknowledge the validity of the concerns raised and reiterate the key points on which agreement can be reached. This reframing demonstrates respect for the other leader’s perspective and establishes a foundation for further discussion. Moreover, identifying common ground – areas of agreement – can be a powerful tool for building consensus and fostering a sense of shared ownership. Finally, navigating challenges requires patience and persistence. Influencing senior leaders is rarely a swift process; it demands consistent effort, strategic communication, and a sustained commitment to building relationships. Ultimately, Knight’s insights advocate for a leadership style rooted in empathy, strategic communication, and a genuine desire to align diverse perspectives toward a common organizational objective.