HRBP Community Notes: Mastering Upward Influence, Strategies and Power Dynamics

On December 5^th, CRF hosted an online session for its HR Business Partner (HRBP) Community, focusing on managing organisational power dynamics and influencing stakeholders. The discussion covered leveraging different sources of power, overcoming barriers to success and strategies for influencing upwards.

Emma Lucas, CRF Associate, and John Whelan, Director at CRF, provided insights into organisational power dynamics, the types of power HR professionals can leverage and effective approaches to stakeholder management and engagement. Key takeaways from their presentation are summarised below.

Context – The Role of the HRBP and Organisational Power Dynamics

• Business partner roles increasingly centre on managing complex change and transformation. Influencing skills are critical in this context, as resistance is an inevitable part of driving organisational change.
• Politics and power at work are often viewed negatively or as issues to avoid. However, they are an integral part of organisational life and it is essential to understand how to navigate these effectively.
• HR professionals are often required to lead beyond their role or seniority, engaging with senior leaders early in their careers. While this can be intimidating, it’s an opportunity to develop maturity and confidence earlier than many peers in other functions.
• Effective influence often stems from relationships rather than formal authority. Some of the most influential individuals in an organisation may lack formal titles but hold sway through their relationships or expertise. Identifying and engaging with these individuals is key to navigating organisational dynamics successfully.

Different Sources of Power
HR professionals can draw on the following sources of power:  

• Legitimate Power: Derived from your position or role. For example, being tasked with leading a change initiative.
• Expert Power: Based on your knowledge and expertise in areas like change management or pay structures.
• Relational Power: Rooted in relationships, trust and likability. Investing in authentic connections can create a ‘bank’ of goodwill to draw on when needed. Networks and relationships often hold the key to getting things done.  
• Reward and Coercive Power: Tied to your ability to influence careers or enforce consequences. These should be used thoughtfully to maintain trust and credibility.
• Indirect Influence: A higher-level competency where groundwork is laid with key stakeholders to create broader support before presenting an idea.

Stakeholder Engagement
The following 2×2 power and interest matrix is a valuable tool for stakeholder engagement, especially for uncovering unexpected dynamics. Paying particular attention to stakeholders in the ‘high power, low interest’ quadrant is crucial, as they may not be actively invested in your project but possess the authority to halt or disrupt its progress.

• Stakeholder maps should evolve as projects progress. People’s interest and influence often shift during periods of change, particularly as they begin to understand how the project impacts them.
• Influence is not always direct. If you lack the power to persuade a key stakeholder, identify who within their circle can influence their perspective and engage them strategically.
• Different stakeholders require different levels of involvement. Some may need regular updates, others a monthly summary, and some active participation in decision-making. Agile principles, such as transparent development and iterative feedback, can ensure alignment and avoid surprises like “That’s not what we wanted.”
• Understanding the broader web of influence is critical (i.e. identify who can sway key decision-makers).

Practitioner Insights: Lessons Learned
Attendees shared the below experiences and insights related to managing organisational power dynamics and influencing stakeholders:

• Many initiatives are implemented outside formal processes. Assessing the organisational landscape is critical to identifying who to influence and how to approach them.
• Building authentic relationships is key – showing up as your genuine self can positively influence how others perceive and engage with you.
• Tying initiatives to tangible business outcomes and aligning them with organisational objectives can help secure executive-level buy-in. Engaging a senior leader as a champion for initiatives can also be helpful.  
• Physical distance can challenge relationship-building. Those in regional or remote roles should think strategically about who to engage and how to reach decision-makers effectively.
• Identify what’s important to decision-makers. While HR agendas may not always perfectly overlap with organisational objectives, find common ground and demonstrate how your work supports their goals.
• Every audience responds differently – adapt your delivery style to the preferences of your audience. Also consider engaging vocal or sceptical individuals one-on-one before broader sessions.

Q: Any tips for navigating situations where you lack information but still need to influence?
A: Honesty is crucial. If you encounter a gap in knowledge, acknowledge it openly and commit to obtaining the necessary information. In situations requiring judgment where definitive answers are unavailable, be transparent about the uncertainty. Seek input from others, present your perspective as one of several valid viewpoints and facilitate a constructive dialogue.

Key Takeaways

• Frame your initiatives in ways that resonate with organisational goals. For example, instead of focusing solely on DE&I, highlight how inclusivity drives innovation and commercial success.
• Recognise that senior leaders may be juggling multiple priorities or dealing with their own uncertainties. Listening attentively and addressing their concerns can strengthen your influence.
• Build strong, long-term relationships with stakeholders. Effective alliances go beyond single projects and contribute to ongoing success.
• Assess when it’s the right time to engage stakeholders. If the timing isn’t ideal, pause and revisit later.
• Pushing for change can be challenging. Invest in building your resilience and maintaining confidence, even during personal moments of doubt. Remember that feelings of imposter syndrome are temporary and can be addressed through preparation, reflection and small steps that build self-assurance.
• Take time to plan stakeholder interactions. For example, set aside time on a Friday to anticipate next week’s conversations, identify key stakeholders and prepare for meaningful engagements.
• Recognising when the business is looking to HR to take the lead on key issues and stepping confidently into that leadership role can have a significant impact. Take the permission you’ve been given – often, you have more authority than you realise to assert your influence.

Further Resources
CRF. 2023. Reimagining HR Business Partnering.
CRF. 2023. Summary Notes: Effective Stakeholder Management.
CRF Learning. Consulting Skills: Diagnosis and Stakeholder Engagement.

The next HRBP community event will take place on February 26^th 2025. Register here, or if you have any further questions, please contact communities@crforum.co.uk.