Imagine stepping into a meeting with your team, ready to introduce a game-changing idea. You’ve done your research, gathered data, and structured your proposal.

As you present it, you expect engagement – excitement, even.

Instead, you’re met with polite nods. A few people exchange glances, but no one jumps in. The meeting ends, and days later, nothing happens. No objections, no resistance – just… silence.

If you’ve experienced this, you’re not alone. Many leaders, especially those coming from more hierarchical cultures, struggle to exert influence in Nordic workplaces, where titles don’t automatically grant authority.

In Denmark and Sweden, leadership is based on trust, credibility, and the ability to inspire action, not on position alone.

So, how do you get people to follow your lead when you don’t have formal authority over them?

Why Authority Alone Doesn’t Work in the Nordics

John Maxwell, one of the most influential leadership experts, says: “Leadership is influence – nothing more, nothing less.“

This is especially true in Nordic flat hierarchies, where the first level of his Five Levels of Leadership – Positional Leadership – is often ineffective.

In traditional hierarchies, leadership is granted by title. If you’re the manager, people follow because they have to. But in Denmark and Sweden, where trust, autonomy, and collaboration are core workplace values, simply being “the boss” isn’t enough.

In fact, insisting on hierarchical control can backfire. Nordic employees expect leaders to facilitate rather than dictate. They follow people they trust, not just those with authority.

The solution?

Build influence – not through power, but through credibility, connection, and persuasion.

Here is how.

1. Build Credibility Before You Need It

People follow leaders they respect, not just those with a title. If you want to influence without authority, you must establish credibility first.

What does credibility look like?

• Competence: Do you know what you’re talking about?
• Reliability: Do you follow through on commitments?
• Trustworthiness: Do people feel safe bringing ideas and concerns to you?

How to build credibility in Nordic workplaces:

• Demonstrate expertise before offering opinions. Instead of stating, “We should do X,” back up your suggestions with insights, research, or relevant examples.
• Deliver results consistently. Even small wins build trust. When people see that you do what you say, they’ll listen more closely.
• Be visible and engaged. In collaborative cultures, credibility is built through participation. Engage in discussions, offer help, and show up when it matters.

When people respect your competence and character, they’re naturally more receptive to your ideas.

2. Speak Their Language, Not Just Yours

One of the biggest mistakes leaders make is communicating in a style that doesn’t match their audience.

In Nordic workplaces, communication tends to be direct but consensus-driven.

Leaders who come from hierarchical or high-context cultures (where indirect communication is common) may find this challenging.

Why does this matter?

Because people resist messages that feel forced or misaligned with their expectations.

How to adapt your communication for influence:

• Frame ideas around shared goals. Instead of saying, “I think we should do this,” say, “This aligns with our goal of X. What are your thoughts?”
• Use inclusive language. Words like we, our, and let’s create engagement, while I, my, and you should create distance.
• Ask questions instead of making statements. In consensus-driven cultures, open-ended questions invite discussion, increasing the likelihood of acceptance.

By adjusting your communication style, you increase receptivity and reduce resistance.

3. Use Social Proof to Strengthen Your Influence

Robert Cialdini, a leading expert in persuasion, describes social proof as one of the most powerful influence principles:

“We view a behavior as correct in a given situation to the degree that we see others performing it.”

In other words, people are more likely to follow when they see others doing the same.

This is especially true in Nordic workplaces, where decisions are collective rather than top-down.

How to apply social proof in leadership:

• Reference successful precedents. If a similar idea has worked elsewhere, mention it. “Other teams who implemented this saw a 20% efficiency gain.”
• Highlight peer support. “I discussed this with a few colleagues, and they believe it could really help.”
• Show early adoption. Get one or two influential team members to support your idea before presenting it to the wider group.

By leveraging social proof, you reduce perceived risk and create momentum for your ideas.

4. Gain Small Commitments Before Asking for Big Ones

Cialdini also talks about the principle of Consistency & Commitment – once people commit to something small, they’re more likely to follow through on bigger commitments.

In Nordic workplaces, where change is often slow and requires consensus, this approach is key. Instead of asking for full buy-in upfront, start small.

How to use commitment to build influence:

• Ask for input before presenting a full plan. People support what they help create.
• Get agreement on a small step first. Instead of saying, “We should overhaul this process,” start with, “Can we test a small change in one department?”
• Celebrate early wins. Once people see results, they’ll be more open to bigger changes.

Building influence isn’t about convincing people. It’s about guiding them toward alignment through small, progressive commitments.

The Bottom Line: Influence is a Process, not a One-Time Pitch

If you want to lead in the Nordics – where hierarchy is minimal, autonomy is high, and decisions require consensus – you must shift your mindset.

Authority isn’t given, it’s earned.

By building credibility, speaking the right language, using social proof, and securing small commitments, you can lead without needing formal power.

And when influence is built this way, people won’t just listen to you – they’ll want to follow.

Your Turn

Think about a situation where you needed influence but didn’t have direct authority.

• What could you have done differently?
• Which of these strategies could you apply to strengthen your leadership impact?

Leadership in the Nordics isn’t about commanding. It’s about connecting.

And when you master the art of influence, you won’t just get buy-in – you’ll create a team that moves forward with you.

Kindly,

Florin