“You don’t have to be in sales to influence.”
It’s true, influence isn’t just a skill for marketing or sales professionals. Whether you’re a team leader requesting resources, a project manager needing cross-functional buy-in, a subject matter expert advocating for best practice, or a frontline employee with a bright idea, influence is part of everyone’s job.
In today’s workplaces, influence isn’t about power. It’s about connection. When you understand how others think, you can adapt your message to resonate more effectively and inspire action that aligns with shared goals.
That’s where Whole Brain® Thinking (WBT) becomes a game changer.
What does it mean to influence?
Influencing is the art of guiding others toward a decision, behaviour, or belief often without formal authority. It’s not about coercion or manipulation. It’s about building support and trust through alignment, understanding, and communication.
Psychologist Robert Cialdini (2001) identified six core principles of influence psychological triggers that shape how people make decisions. Here’s what they are, and how they link to Whole Brain® Thinking:
| Principle | Definition | WBT Link |
| Reciprocity | People feel obligated to return a favour or kindness | Often relates to C-quadrant (Relational): Building trust and goodwill makes others more likely to support your ideas |
| Authority | People follow the lead of credible, knowledgeable experts | Supported by A-quadrant (Analytical): Data, logic, and evidence build perceived credibility |
| Consistency | People are more likely to act in alignment with past statements or commitments | Linked to B-quadrant (Practical): Clear structure, follow-through, and accountability support trust and consistency |
| Liking | People are more likely to say yes to those they like or relate to | C-quadrant again: Relational and empathetic communication creates rapport and personal connection |
| Social Proof | People follow the actions of others, especially peers | D-quadrant (Experimental) can drive this with stories, shared innovation, and big-picture narratives of success |
| Scarcity | People value things more when they are less available | Often leverages D/B-quadrant by showing the unique opportunity, risk of inaction, or time-sensitivity of an idea |
By combining all four quadrants, WBT allows you to hit multiple influence triggers simultaneously, increasing the likelihood of buy-in, quickly and authentically.
Influence looks different across functions
Every business function uses influence, even if it’s not labelled that way. Here’s how:
| Function | Influence in Action |
| Finance | Convincing teams to stay within budget; gaining buy-in for cost-saving initiatives |
| HR | Rolling out policy changes; influencing leaders to prioritise wellbeing or culture |
| Operations | Driving adoption of new processes; aligning cross-functional teams |
| IT/Tech | Advocating for new platforms or tools; encouraging adherence to cybersecurity protocols |
| Marketing | Promoting brand alignment across departments; shaping internal narratives |
| Product/Innovation | Selling ideas to executive stakeholders; aligning divergent teams around prototypes |
| Leadership | Inspiring a vision; helping others believe in a strategic direction |
How WBT accelerates influence
Whole Brain® Thinking (WBT), recognises four distinct thinking styles:
| Quadrant | Style | Focus |
| A – Blue | Analytical | Data, logic, evidence |
| B – Green | Practical | Plans, timelines, detail |
| C – Red | Relational | People, empathy, values |
| D – Yellow | Experimental | Vision, big-picture, possibilities |
Most people communicate in the style they prefer. WBT helps you communicate in the way your stakeholders need, increasing connection, clarity, and commitment.
Organisations using the Whole Brain® Thinking framework have reported faster alignment across cross-functional and remote teams. Addressing all four thinking quadrants not only accelerates decision-making but also increases the perceived credibility of ideas by speaking to more cognitive preferences.
Hooking people from the first connection
The first 30 seconds matter. Your opening message should signal relevance and trust. Here’s how to “hook” someone based on quadrant preferences:
| Quadrant | Hook Strategy |
| A (Analytical) | “This approach will improve efficiency by 20%…” |
| B (Practical) | “Here’s the plan with three clear steps…” |
| C (Relational) | “This will support our people and strengthen team trust…” |
| D (Experimental) | “This idea opens up exciting new possibilities for us…” |
A strong hook immediately tells someone, “This matters to you.”
Aligning to communication preferences
To gain traction, you must communicate in a way your audience understands and values. Thinking preferences influence what people find convincing:
| Quadrant | What they value | How they prefer communication |
| A | Accuracy, logic | Concise, fact-based, data-rich |
| B | Clarity, order | Structured, step-by-step |
| C | Connection, honesty | Conversational, story-based |
| D | Inspiration, novelty | Visionary, big-picture, open-ended |
WBT enables you to adjust your message format, tone, and content accordingly, whether in meetings, pitches, written proposals, or informal chats.
Influence is a cycle, not a pitch
Influence doesn’t happen in a moment. It happens through understanding, relevance, and repetition, often over time.
WBT helps you:
- Recognise how your message is likely to be received
- Prepare for common objections across all quadrants
- Develop messaging that resonates beyond your own default lens
- Build rapport and trust early so momentum builds naturally
You don’t need a loud voice, you need a flexible one.
Tuning into thinking clues
Influencing effectively starts with noticing. People constantly give away cues about their thinking preferences in the questions they ask, the words they use, even how they structure their emails or respond in meetings. Someone who dives into numbers or requests the “bottom line” likely leans Analytical (A). If they ask for a schedule or want to “get practical,” they’re showing a B preference. Curiosity about impact on people or how others might feel? That’s C-thinking in action. And if they’re tossing out “what ifs” or looking at the future possibilities, you’re likely speaking with a D-preference thinker.
When you start paying attention to these clues, you can subtly adjust your communication style to align with theirs, no guesswork needed. This isn’t about pretending to be someone else; it’s about stretching your range so your message lands.
Influencing with agility
Once you identify the clues, flex your approach: mirror their pace, match their focus, and speak their language. If you’re engaging with a B/C thinker, slow down, offer structure, and make space for connection. With an A/D thinker, be succinct and future-oriented, zoom out, then back it up with evidence.
By adjusting your message to meet others where they are, not just where you’re most comfortable, you increase your chances of being heard, understood, and remembered. That’s the essence of Whole Brain® influence: communicating with agility, credibility, and intention.
📘 Further reading
- Cialdini, R. (2001). Influence: The Psychology of Persuasion
- Pink, D. (2013). To Sell is Human: The Surprising Truth About Moving Others
- Rock, D., & Grant, H. (2016). Why Diverse Teams Are Smarter. Harvard Business Review
✅ Disclosure: This article was written with the support of generative AI and curated by a human WBT expert. It reflects insights from neuroscience, organisational psychology, and Herrmann’s proprietary Whole Brain® Thinking methodology.
