What ‘Real’ Leadership Buy-In and Influence Looks Like
“What do you need to make this happen?” asked the Director.
“I’ve been given 30 days to deliver this,” I said. “So when I contact people, I need timely responses, otherwise we risk the contact centre not going live before the Winter Works begin.”
That morning, I had already shared my action plan and a list of key stakeholders (internal and external) whose input was critical to delivery.
Although this was my second assignment with the department, it was my first time meeting the broader team.
Ten minutes into the meeting, the Director addressed the room:
“As you know, Winter Works will be one of the largest transport operations this city has seen. We’ll be shutting down three train stations and managing the movement of 120,000 people daily, in the middle of winter. Mary will be coordinating the delivery of our new 24/7 contact centre. When she contacts you, I expect you to prioritise what she needs. Is that clear?”
The message landed.
Some nodded. Others looked curious. But from that point on, expectations were clear.
Immediately after, she reinforced this with a follow-up email to all decision-makers, outlining my role and what was required.
What Real Leadership Support Looks Like
There is nothing more effective than working with a leader who is:
clear in their expectations
consistent in their communication
and willing to actively support delivery
“Major change is often said to be impossible unless the head of the organisation is an active supporter.” — John Kotter
Although I was a contractor, I was treated as part of the core team. I was given authority to move quickly, including financial approvals where needed, which removed unnecessary delays.
When blockers emerged, whether competing priorities or slow responses, they were addressed directly and quickly.
It Wasn’t Just One Leader
What stood out was not just one strong leader, but a broader group who:
focused on what mattered most
ensured the right people were in the room
supported small, practical experiments
prioritised capability uplift and systems adoption
and worked collectively to secure alignment across partners in real time
The Result
When critical input or approvals were needed, including from the CEO, people responded.
Not because of process. But because expectations, urgency and leadership alignment were clear.
Did I deliver in 30 days? Yes. Did I do it alone? Absolutely not.
Delivery at that pace required:
strong leadership backing
aligned stakeholders
and a coordinated program of work across formal and informal influencers, aligned and mobilised in real time
The Insight
John Kotter’s model highlights two critical early steps in change:
Creating a sense of urgency
Building a guiding coalition
In this case, both were clearly established and actively reinforced by leadership.
That made influence possible, not through effort alone, but through alignment.
Why This Matters
Influence is often attributed to individuals.
But in complex environments, it is enabled (or constrained) by leadership.
When leaders set clear expectations, create urgency and back their people, momentum builds quickly.
Without that, even the most capable teams will struggle to deliver.
