I first encountered the Cohen-Bradford model—and their 1989 publication—during an executive education course in the early 1990s- the book was crisp and fresh in its wrapper. It didn’t help me. At the time, I was blind to my inability to influence without authority. I believed that authority equalled influence. It didn’t. But I was too self-absorbed then to see that.
It was only after moving to Asia a few years later that I unwrapped the text and began to understand the real need for influencing skills—and even then, they largely eluded me for another decade or two.
I’m now revisiting the model to support a client. In returning to the book and the now-ubiquitous framework, I’ve realised just how unapologetically American and transactional it is. So here is my addendum—an attempt to make it more resonant for an Asian context. Further input is most welcome.
While the Cohen-Bradford model offers a strong foundation for influencing without authority, its transactional framing—built around “give and take” and “reciprocity”—can feel misaligned with how influence operates in many Asian workplaces. Here, influence is rarely secured through a single transactional exchange. It is cultivated through long-term relationships, accumulated trust, and subtle reputation management. Below are key amendments and cultural reinterpretations of each phase of the model, designed to reflect the deeper, more relationship-based nature of influence in Asia.
1. Assume All Are Potential Allies; Assume everyone is a stakeholder—but their stance is often hidden. Pay attention to who others consult, defer to, or avoid. Influence may lie in those who don’t speak much but control access or approvals informally. Don’t assume approachability means influence. In Asia, proximity and surface friendliness often mask limited decision power.
What to do differently: Listen for indirect cues (e.g., “Let me check with someone”) to map influence. Approach gatekeepers or connectors before you reach formal decision-makers.
2. Clarify Goals and Priorities; Link personal goals to team, department, or organisational aims. Avoid framing your intent in self-promotional terms—this undermines credibility. Position your request as enabling broader harmony, alignment, or shared progress.
What to do differently: Use language such as “this may help us coordinate better” or “this supports what your division is already driving towards.” Avoid triggering concerns about misalignment, political overreach, or personal ambition.
3. Diagnose the World of the Other; Go beyond the personal, KPIs or formal roles. Consider invisible pressures: legacy, patronage, long-standing loyalties, or face-saving. Recognise that many decisions are shaped not by logic but by obligation, past debts, or social expectation.
What to do differently: Talk to their close peers or long-time colleagues to understand what’s not said. Consider the burden they carry—e.g., leading a politically sensitive project or nearing retirement. Understand their informal standing: Are they a mentor? A favoured junior? A survivor of past reshuffles?
4. Identify Currencies—Theirs and Yours; Treat “currencies” less like bargaining chips and more like quiet contributions that build emotional trust. Avoid the overt quid-pro-quo. Instead, build a pattern of usefulness, dependability, and shared wins. A sincere act offered without expectation is always more persuasive than a calculated offer.
Examples of valued “currencies” in Asia: Shielding others from embarrassment or reputational risk. Helping someone’s team look good to their boss. Enabling others to speak up without taking the credit yourself. Quietly correcting errors before they escalate. Supporting group harmony by reframing disagreements constructively.
5. Deal with Relationships; Relationship-building is the core of influence, not a means to an end. Influence comes from being embedded in a trust network, not just personal likeability. Regular, informal engagement builds more capital than occasional strategic overtures.
What to do differently: Show up in support of their goals consistently, not just when you need something. Respect hierarchy and protocols, but don’t assume seniority equals influence. Engage through shared tasks, social bonds (e.g., lunch, team volunteering), and dependable delivery.
6. Influence Through Give and Take; “Give and take” must not feel like a trade or transaction —it should feel like shared progress. Frame your ask in a way that allows people to say yes without risk, delay without shame, and disengage without losing face. The real return may come much later—and may take the form of being invited into their network.
What to do differently; Say: “Would it help if I prepared a draft for your review?” instead of “Can you approve this?” Offer credit, visibility, and alignment with their known agenda. Avoid pushing. Let people opt in, subtly and on their own terms.
Summary: What I now Emphasise
Shift from Transactional → Relational. Avoid overt negotiation-style trades. Instead, build trust and be useful consistently.
Shift from Individual Gain → Shared Contribution Position all asks within the broader team or organisational goals.
Shift from Explicit Power → Informal Influence Map behind-the-scenes influence; build bridges with those who enable outcomes quietly.
Shift from Urgency → Readiness Influence takes time. Let others align at their own pace without losing interest.
Good luck with more influential engagement.