Influence is often misunderstood.
For some leaders, it feels like marketing. For others, it feels like sales. And for many values-driven organizations, it feels uncomfortable altogether.
But influence is not about persuasion for its own sake. It is about whether an organization can clearly communicate its value, earn trust, and invite others into its work in ways that feel honest and sustainable.
In Positivist Group’s model of intentional organizational growth, Influence is the first of our eight dimensions for a reason. When influence is misaligned, growth stalls, even when the work itself is strong.
What We Mean by Influence
Influence includes:
- Sales
- Marketing
- Messaging
- Reputation
- Relationships
- Internal buy-in
It is how an organization explains who it is, what it does, and why it matters, both internally and externally.
Influence is not a layer added at the end of strategy. It is how strategy becomes visible and legible to other people.
When Influence Becomes a Growth Constraint
We often work with organizations doing meaningful, well-designed work that still struggles to gain traction.
Sometimes this shows up as:
- Sales conversations that feel misaligned with values
- Marketing that sounds good but does not convert
- Teams unsure how to talk about their work consistently
- Leaders feeling uneasy about “selling” what they do
In one client organization, leadership believed deeply in their programs, but every external conversation sounded slightly different depending on who was speaking. Funders were confused. Partners asked similar questions repeatedly. Internally, people were frustrated that “no one seems to get what we do.”
The issue was not the work. It was influence.
By slowing down and clarifying the organization’s core narrative, not as a pitch but as a shared understanding, influence began to stabilize. Conversations became easier. Sales felt less performative. People knew what they were inviting others into.
Internal Influence Matters Too
Influence is not only external.
We have seen influence break down internally when strategy shifts are made without a clear story to support them. Decisions may be sound, but without shared language, people fill in the gaps themselves.
We have experienced this internally at Positivist Group as well.
As our work evolved, particularly as we moved deeper into strategy and public systems, our own messaging lagged behind our reality. We were doing more complex, nuanced work, but still describing ourselves in older, simpler terms.
The result was subtle but real. Some opportunities were misaligned. Some conversations required more explanation than they should have. Internally, it created friction around what we were saying yes to and why.
Revisiting influence helped us align our language with our intent. Not to market more aggressively, but to communicate more honestly.
Influence and Values Are Not Opposites
One of the most common fears we hear is that strengthening influence means compromising values.
In practice, the opposite is usually true.
When influence is unclear or avoided, organizations often rely on urgency, pressure, or overextension to grow. When influence is intentional, sales and marketing become acts of clarity rather than persuasion.
In one nonprofit we supported, leadership worried that pursuing new funding would force them into language that did not reflect their values. By working through influence intentionally, they were able to articulate their work in ways that met funder expectations without distorting their purpose.
The funding conversation did not become easier because they changed who they were. It became easier because they were clearer about it.
How We Work With Influence in Strategy
We do not approach influence as a branding exercise or a marketing campaign.
In our strategy work, influence shows up as questions like:
- Can people clearly explain the organization’s value in plain language?
- Do sales and partnership conversations feel aligned with how the organization wants to grow?
- Is there internal consistency in how the work is described?
- Are leaders comfortable inviting others into the organization’s future?
We use influence as a sense-making dimension, helping leaders see where growth is being undermined not by lack of effort, but by lack of clarity.
Influence as a Foundation for Intentional Growth
Growth depends on being understood.
When influence is aligned with strategy and values, organizations do not have to push as hard to grow. Conversations become more natural. Decisions become easier to explain. People know what they are saying yes to.
That is why influence sits at the foundation of intentional organizational growth.
Not as a performance, but as an invitation.
Reach Out
If your organization is doing good work but struggling to communicate it in ways that feel aligned and effective, I am always happy to have a conversation. You can reach me directly at erin@positivist.ca.
Next in the Series
In the next post, we will explore Leadership, and how leadership practice often becomes the quiet bottleneck or catalyst during periods of growth.
