Managers influence people in different ways—some push, some inspire, some persuade with data. Based on best practice, here are four essential styles of influencing that managers should master. Each one fits a different situation and comes with its own techniques.

1. 🎯 Setting Goals and Creating Expectations

Without clear expectations, conflict and underperformance follow. Yet many managers fail to make their expectations explicit. This style is about being assertive and removing ambiguity—without becoming aggressive.

• Be specific: Say “I expect...” instead of “Would you please...”
• Set standards: Define how performance will be measured.
• Clarify consequences: Explain both rewards and fallout.
• Follow through: Reinforce your message through consistent actions.

In one leadership workshop, a team leader realized her passive phrasing (“If you don't mind”) was sending mixed messages. After switching to firmer language (“I need this completed by Friday”), her team began meeting deadlines more consistently.

Common pitfalls include vague instructions, empty threats, and failing to follow up. This style works best when you're establishing the ground rules or correcting course.

2. 🤝 Gaining Commitment

Once expectations are set, the next step is buy-in. People are more committed to ideas they help shape. This style involves involving others in decisions and creating shared ownership.

• Invite contributions and genuinely consider them.
• Give credit where it's due—don’t hoard recognition.
• Build mutual trust and create space for autonomy.
• Use active listening: “So what you're saying is...”

Managers who practice this style well tend to delegate more effectively and foster team growth. It’s about collaboration, not control.

3. 🚀 Creating Enthusiasm and Generating Energy

Need to rally your team for a stretch goal or change effort? This style taps into shared values and emotional energy. It’s not about hype—it’s about meaning.

• Paint a vivid picture of the future and why it matters.
• Connect work to values like growth, security, or impact.
• Use stories or metaphors to inspire.
• Be visibly enthusiastic yourself—energy is contagious.

Example: A manufacturing manager framed a plant overhaul as “the chance to lead the industry,” not just “another update.” Morale soared.

4. 📊 Using Logical Argument

Some people respond best to reason. If your audience prefers facts over emotion, use this approach. Present a solid case and anticipate objections.

• Back up ideas with data, trends, and real examples.
• Test reactions and adjust your case if needed.
• Prepare counterpoints to common objections.

This is especially useful with analytical teams or when you need to justify a strategic shift. Do your homework—credibility hinges on being thorough.