القائمة
Use when you need to act on a known political landscape — building coalitions, persuading specific people, or maneuvering to get a decision approved. Assumes you already know who the stakeholders are (if not, use stakeholder-discovery first to map them).
Use when confronting a specific counterpart about a breach, violation, or adversarial behavior — situations where trust is already broken and the goal is accountability or resolution, not relationship-building. Not for giving developmental feedback (use feedback-coach) or building trust with new people (use rapport-builder).
Use when building trust with people who don't yet know or trust you — new teams, new roles, hostile audiences, or strained relationships where the goal is connection before any ask. Applies Tactical Empathy through mirroring, labeling, and belonging cues. Not for confrontation (use difficult-conversations) or giving feedback (use feedback-coach).
Use as the mandatory evidence gate before signing off on any strategy, PRD, or business case—audits every key claim against documented sources and assigns calibrated probabilities.
Use when justifying investment, resource allocation, or strategic decisions with financial and logical reasoning to ensure positive ROI and alignment with long-term goals.
Use when defining target users, customers, or audience segments to ensure they are grounded in real customer jobs rather than arbitrary demographics.
Use when performing a structured teardown of a specific competitor's activity system, moat, or vulnerability profile—requires at least one named rival to analyze.
| name | influence-architect |
| description | Use when you need to act on a known political landscape — building coalitions, persuading specific people, or maneuvering to get a decision approved. Assumes you already know who the stakeholders are (if not, use stakeholder-discovery first to map them). |
| license | MIT |
| compatibility | Claude Code and compatible agent products |
| metadata | {"type":"domain","family":"dealmaker","rigor":"standard","keywords":"power-dynamics, influence, persuasion, coalition-building, social-proof, reciprocity, organizational-politics, strategic-positioning","requires":"","enhances":"negotiation-tactician, rapport-builder","sources_pdf":"Managing With Power (Pfeffer), Power: Why Some People Have It (Pfeffer), The 48 Laws of Power (Greene), The Power Broker (Caro), Master of the Senate (Caro)","sources_web":"Cialdini: Influence Principles"} |
This skill provides a strategic framework for acquiring and exercising power within complex organizations. It moves beyond simple "persuasion" to focus on structural interdependence, resource control, and the tactical management of egos and reputations.
Recognize that power is necessary because you depend on people outside your direct control. Before acting, map who controls the resources (budget, information, people) required for your goal.
Always make those above you feel comfortably superior. Displaying too much talent or taking too much credit inspires fear and insecurity, leading to your replacement.
Power often resides in the fine print of contracts, bylaws, and rules. Master the ability to draft the documents that grant autonomous authority while appearing technically mundane.
Apply the "Mere Exposure Effect." Ensure your successes are visible to decision-makers. You cannot be chosen for a senior role if you are not memorable.
How you look at things affects how others see them. Frame your personal or unit objectives in terms of the organization's critical missions or "Common Enemies" to build alignment.
One sincere move can cover a dozen dishonest ones. Use honesty or a calculated favor to disarm people and build a "bank" of political capital.
Move from individual charm to structural power. Control revenue streams, chair critical committees, or create new rules (e.g., the "Johnson Rule") that make others dependent on your office.
Before advocating for a change, answer:
Focus your self-development on:
Use Cialdini's "Influence" tactics to recruit allies:
Volunteer to draft the proposal, the meeting notes, or the final contract. Use this positioning to define the terms of the debate and the rules of implementation. (Source: Caro, The Power Broker)
Wait for "Struggling Moments" or visible success to make your move. Act when the environment is most receptive to change. (Source: Caro, The Passage of Power)
RECOMMENDED SUB-SKILL: negotiation-tactician — to close the deal once the coalition is built. RECOMMENDED SUB-SKILL: rapport-builder — to deepen the 1:1 trust required for long-term allies.
