Hi there, it’s Jill!
Most of the time in workspace, we exercise influence through the project we led.
However, many projects stall or fall apart NOT because the strategy was wrong or the execution wasn’t sharp enough, but because the relationships around them weren’t aligned at the right time.
👉 Misunderstandings, competing priorities, or lack of buy-in can delay progress far more than the actual work itself.
That’s why understanding the key relationships in your organization, and learning how to nurture them can make all the difference.
Today, let’s break down the four anchors of workplace relationships:
Who they are
What matters most to them
How to gain their support when you need it
Before we dive in, click here if you want to check all past newsletter posts.
01
Your Direct Manager
Your manager is your most important supporter in the organization. They allocate your projects, connect you to resources, and ultimately decide if the work is ready for delivery.
What matters most to them:
Is the project on time?
Is the quality strong?
Does it elevate the reputation of the team?
Key to gain their support: high ownership
Show progress regularly and flag challenges early.
Don’t just bring problems, bring possible solutions. Demonstrate that you’ve explored all options within your control.
Take time to understand the pressures your manager faces at their level. Their challenges may not be obvious, but showing empathy builds trust.
Once you gain their backing, keep them updated consistently.
🤝 The ultimate goal is to show your manager that you can be trusted to deliver results independently.
02
People Report to You (If Applicable)
These may be your direct reports, associates, or interns supporting your work. Whether you manage one person or a small team, your output is directly tied to theirs.
What matters most to them:
Does their work contribute meaningfully to the team?
Can they rely on you for guidance when needed?
Will you recognize their contributions?
Key to gain their support: timely support & direction
Be present when they need direction or help overcoming challenges.
Celebrate wins, give recognition publicly and generously.
Offer clarity by setting clear goals, expectations, and roadmaps.
🤝 Trust from your team is priceless, especially during tough times. It is built through the small, consistent ways you show up for them every day.
03
Adjacent Key Team Members
These are colleagues working in parallel with you, either within your own function or in other teams. They can become your secret weapon by providing resources, expertise, or information you don’t have.
Cross-functional collaboration is where influence without authority really shines.
What matters most to them:
Does your project align with their team’s priorities?
Will helping you stretch their own team’s capacity too thin?
Will they get recognition for their contributions?
Key to gain their support: gratitude & shared credit
Always acknowledge and appreciate their help, regardless of how much support they provide.
Be available when they need a hand—reciprocity strengthens trust.
Share credit publicly. Recognize their contributions in front of others.
🤝 Building goodwill across teams shows leadership beyond your job description. It signals that you’re ready for larger, cross-functional responsibilities.
04
Executives for Alignment and Support
Yes, this can feel intimidating — but executives are often more approachable than we think. For high-profile projects, executive alignment can make all the difference.
What matters most to them:
Will this project drive enterprise-level impact?
Does it align with the company’s key objectives (OKRs)?
How to gain their support: clarity & a strong value proposition
Be crystal clear about what you need from them, and why it requires their involvement specifically.
Perhaps you’ve exhausted all other options.
Or maybe only they can unlock certain resources.
Present a compelling business case that shows how the project supports their priorities.
⚠️ Pro tip: Before reaching out, make sure you’ve followed the proper chain of command and tried other avenues first. Executives appreciate clarity, and they also expect professionalism.
Final Thoughts
Strong performance alone doesn’t carry projects across the finish line, relationships do.
By anchoring yourself to these four groups—your manager, your team, your peers, and your executives—you build a support system that multiplies your impact.
Nurturing these relationships takes time and consistency, but the payoff is enormous. You’ll not only drive smoother projects, but also establish yourself as someone who can lead with trust, collaboration, and influence at every level of the organization.
— Jill
Founder of Anchor Growth Newsletter
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