Michael Bloomberg advises deflecting credit to build political capital. When asked who built something, he suggests crediting a colleague. While others may know it's a generous framing, it improves their perception of you and creates a sense of obligation from the person you credited.
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When you need to influence a decision-maker you can't reach directly, craft a "forwardable email." You're not writing an email *to* your champion; you're writing it *through* them. The content is tailored for the end recipient but sent by your champion, effectively "renting" their internal credibility and reputation.
Contrary to conventional wisdom, a distinguished engineer advises senior engineers to delegate the most challenging, interesting work. They should instead take on necessary but unglamorous tasks, which builds immense credit and allows junior engineers to grow faster on high-impact problems.
True power comes from 'say-do correspondence.' When you tell someone to do something and a good thing happens for them as a result, they are psychologically conditioned to comply with your future requests. This earned influence is far more potent than inherited status.
When you lack personal authority to challenge a senior stakeholder, leverage external expertise. Instead of presenting your questions as your own opinion, frame them using research or insights from established experts. This "borrowed credibility" makes your challenge more persuasive and encourages senior leaders to engage with the idea rather than dismiss your lack of experience.
The most satisfying outcome of influence is not receiving credit, but witnessing a colleague who initially resisted your idea later advocate for it with conviction, believing it to be their own. This indicates you've planted a seed that grew into genuine alignment, not forced compliance.
Leaders who use public platforms to specifically name and praise behind-the-scenes contributors build a stronger, more motivated team. This public acknowledgment demonstrates that all roles are integral and valued, fostering a culture where people feel seen and are motivated to contribute at a high level.
Building influence requires a strategic approach. Actively survey your professional relationships, identify where you lack connections with stakeholders, and methodically invest time in building alliances with leaders who can advocate for your ideas when you're not in the room.
When transitioning into a new role, especially a cross-functional one like product, relying on a title is a weak foundation for credibility. Earning respect through informal authority—by demonstrating value and influence—builds a much stronger and more lasting leadership position.
Identify political operators by watching for three patterns: 1) they take individual credit for collaborative successes, 2) they deflect blame onto others for poor outcomes, and 3) they subtly change their narrative to always align with the current power structure.
When sharing progress with other teams, say "My boss and I have been working on..." instead of "I've been working on...". This approach gives your manager credit, avoids triggering their insecurities, prevents you from looking like you're circumventing them, and builds political capital.
