| name | influence-architect |
| type | domain |
| family | dealmaker |
| rigor | standard |
| description | Use when navigating organizational politics, building coalitions, or exercising strategic influence. |
| keywords | power-dynamics, influence, persuasion, coalition-building, social-proof, reciprocity, organizational-politics, strategic-positioning |
| compatibility | Claude Code and compatible agent products |
| 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"] |
Overview
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.
Guiding Principles
Principle 1: Map Interdependence (Source: Pfeffer, Managing With Power)
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.
Principle 2: Manage the Ego of the Master (Source: Greene, The 48 Laws of Power)
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.
Principle 3: Control the "Hidden Plumbing" (Source: Caro, The Power Broker)
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.
Principle 4: Visibility Precedes Preference (Source: Pfeffer, Power)
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.
Principle 5: Frame the Objective Strategically (Source: Pfeffer, Managing With Power)
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.
Principle 6: Use Selective Honesty and Generosity (Source: Greene, The 48 Laws of Power)
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.
Principle 7: Institutionalize Your Influence (Source: Caro, Master of the Senate)
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.
When to Use This Skill
- When a technically "correct" decision is being blocked by a different department.
- When you are moving into a new organization and need to build a power base.
- When you are competing for limited resources (budget, headcount).
- When trying to pass a controversial initiative through a board or leadership team.
When NOT to Use This Skill
- In high-trust, small teams where transparency and affiliation are more effective than power moves.
- When you have complete formal authority and the task is purely transactional.
Core Process
Step 1: Perform a Power Diagnosis
