The Influence Agility Index

How effective is your influence without relying on your title?

True influence isn’t rooted in authority. It’s rooted in range: the breadth of your strategies and the grace with which you adapt them to who you’re with and what’s unfolding. This index measures how well you do that.

  • A questionnaire you complete in under 10 minutes
  • A personalised profile across six influence capabilities
  • Insights on where you excel and where you can improve
  • Solid recommendations to develop your influencing abilities

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What the Index measures

Six capabilities that determine your influence without authority

Persuaders who move things forward without title power tend to draw on a wide repertoire. Each capability below is scored on its own, then combined into a profile of your range and your ability to adapt at will.

01

Strategic Framing & Cognitive Leverage

Your ability to shape how ideas are perceived, align proposals with stakeholder priorities, and structure arguments to reduce resistance.

02

Social & Relational Capital

Your ability to build trust, cultivate informal support networks, and leverage relationships to enable smoother decision-making.

03

Emotional Intelligence & Energy

Your ability to read and regulate emotional dynamics, maintain composure under challenge, and create psychological safety.

04

Persuasive Force

Your ability to move people to action, build compelling cases, and convert agreement into genuine commitment.

05

Adaptive Agility

Your ability to adjust your approach in real time, respond to changing conditions, and stay effective when the situation shifts.

06

Influence Under Pressure

Your ability to hold your influence when stakes are high, opposition is direct, and the temperature in the room rises.

Built on established research

The Influence Agility Index is a research-informed executive assessment integrating social power theory, political skill research, emotional intelligence science, and behavioural complexity leadership models to evaluate how leaders influence across routine and high-pressure contexts.

12 years of experiential research. 8 years of academic research including:

Emotion RegulationGross, J.J. (2015) Emotion regulation: current status and future prospects. Psychological Inquiry
Affective & Social ConsequencesGross, J.J. (2002) Emotion regulation: affective, cognitive, and social consequences. Psychophysiology
Relational CapitalNahapiet, J. & Ghoshal, S. (1998) Social capital, intellectual capital, and the organizational advantage. Academy of Management Review
Social PowerRaven, B.H. (1965) Social influence and power. In: Steiner, I.D. & Fishbein, M. (eds.) Current Studies in Social Psychology. New York: Holt, Rinehart & Winston
Power TaxonomyElias, S. (2008) Fifty years of influence in the workplace.Journal of Management History
Political SkillAhearn, K.K., Ferris, G.R., Hochwarter, W.A., Douglas, C. & Ammeter, A.P. (2004) Leader political skill and team performance. Journal of Management
Advocacy & InquiryArgyris, C. (2010) Organizational Traps: Leadership, Culture, Organizational Design. Oxford: Oxford University Press.
Influence & PersuasionCialdini, R.B. (2001) Harnessing the science of persuasion. Harvard Business Review
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