A Young Professional’s Guide to Workplace Influence

Starting a new job can be exciting, and perhaps a little intimidating, especially if you’re fresh out of school or younger than most of your colleagues. The workplace can feel like a jungle sometimes, and older generations don’t always jump at the chance to embrace fresh perspectives. Despite that, it’s still possible to be a force for positive change, even as a new hire. This isn’t about pushing your way to the top; it’s about building relationships and subtly influencing how things work, for the better.

So, let’s move past the abstract and get right into some practical strategies. Some may fit your situation, and some may not. Take what you can use, and leave the rest.

1. Building Your Reputation

First impressions matter. Demonstrate you’re serious, capable, and worth listening to.

• Do Your Research: Before you bring something forward, research the organization. Understand its history, culture, what makes it tick, and what challenges it’s facing. You can’t just do this by memorizing the annual report. It’s easy enough to learn the written rules and policies; gaining an appreciation for the unwritten “way things are done” takes time, patience, and guidance. Take time to listen so that you know the context and can contribute meaningful insights rather than just throwing out random suggestions.
• Find a Mentor: Mentorship is invaluable, especially in the early days of a job or career. A good rule of thumb is to seek out someone whose work style you admire or who has expertise in an area you’d like to develop. Asking them for a simple coffee chat can be a great starting point.
• Deliver Results: Actions speak louder than words. Focus on early successes. Even small wins reflect competence and commitment. This builds trust and gets you noticed. When you consistently meet deadlines and produce high-quality work, people will start to take you seriously.

2. Suggesting Improvements With Thoughtful Advocacy

You probably have some great ideas, like new technologies or streamlined processes. However, not everyone is going to embrace your vision right away.

• Understand the Existing System: Take the time to understand why things are done the way they are. This shows respect for the organization and prevents you from unintentionally stepping on toes. Try to see things from the perspective of those who have been doing it for years. Learn the history. It’s possible that what seems obvious to you has been tried before and didn’t work. This doesn’t mean a good idea should never be tried again; exploring why it failed previously can provide guidance on how to improve it.
• Frame it: Present new ideas as enhancements, not replacements. Focus on how they can improve existing workflows rather than suggesting a complete overhaul. Highlight the benefits to the team or the organization, not just the features. One method is to suggest pilot programs to test new ideas on a smaller scale before a full-scale rollout. This minimizes risk and shows that you’re not just pushing for radical changes without considering the potential impacts.
• Show, Don’t Tell: Use data to back up your proposal. Research and case studies are powerful tools. If you can prove that your idea has been successful in similar contexts, it’s much more convincing than just giving an opinion. Embrace evidence-based arguments right away and make it a habit. This approach will gain respect quickly.

3. Bridging the Gap with Resistant Colleagues

Some people are resistant to change. This is common if they have been doing things a certain way for a long time.

• Empathy is Vital: Building consensus requires putting yourself in someone else’s shoes and understanding how they feel. In other words, empathy. Appreciate their concerns. Acknowledge their experience and validate their feelings, especially if you are asking people to step outside of their comfort zone. Active listening is a valuable tool here. Paraphrase their thoughts back to them to show that you understand them (“So what I’m hearing you say is…”). People are more receptive to change when they feel heard and understood.
• Collaborate, Don’t Dictate: Start a conversation, not a lecture. Ask for their input and actively listen to their feedback. Involving them in the process will make them feel like partners instead of passive recipients of your brilliant ideas. Look for areas of agreement and overlap. Build relationships with colleagues who are open to change and use their support to influence others. Having people on your side boosts your credibility and demonstrates that you’re a team player.
• Show, Don’t Tell (Again!): Share success stories from other organizations that have adopted similar changes. Real-world examples are far more persuasive than abstract arguments. You might be most persuasive when speaking about your generation’s preferences and attitudes, and then use data (surveys, polls, etc.) to validate your case. For example, if you have a product idea that you believe will appeal to younger generations, use your unique perspective and then reinforce it by showing where it has already been successful.

4. Communicating Technological Change Clearly

Technology can be intimidating for some. Make sure your communication is accessible to everyone, and assume that everyone is starting from a beginner level when it comes to their knowledge base.

• Plain Language: Avoid jargon. Use clear, simple language that anyone can understand, regardless of their technical expertise. You may need to explain more about what things do than simply listing tools or software in your plans.
• Show, Don’t Tell (One More Time!): Use visuals, diagrams, or demonstrations. A picture is worth a thousand words, especially when explaining complex technical concepts. Sometimes your audience may not understand until they see it in action. Lead training sessions to help people feel comfortable with new tools and processes. Hands-on training is the best way to alleviate fears and build confidence.
• Gather Feedback: Create channels for feedback. Ask for suggestions and address any concerns promptly and openly. This shows that you value their input, prioritize transparency in the process, and are committed to making the transition smooth.

5. Meaningful Change vs. Change for Change’s Sake

Not all change is good change. Make sure your suggestions are worthwhile.

• Clear Goals: Ensure that any proposed change serves the organization’s goals. This creates a shared understanding of why the change is necessary and makes it easier to get buy-in.
• Analyze the Impact: How will the change improve efficiency or performance? What problems will it solve? Clearly articulating the benefits makes your case much stronger.
• Reflect and Refine: After implementing a change, assess its effectiveness. What worked? What didn’t? Use feedback to improve your future proposals. Remember that the change is secondary to the mission of the organization, so the priority is ensuring that the change serves the correct purpose.

6. Navigating and Building Relationships Across Generations

Building relationships across generations is crucial. Celebrate the unique contributions of each generation to create a sense of teamwork and mutual respect. And, most importantly, be adaptable.

• Flexibility: Communication styles differ both between generations as well as within them. Some people prefer face-to-face conversations; others prefer email or instant messaging. To connect with your audience, find out how they would rather communicate, and make sure to use those channels to reach them.
• Communicate to Be Heard: Communication styles vary across generations. Take note of how someone from another generation may communicate or interpret your communication compared to a peer. Be mindful of body language, tone, and formality. For example, younger generations may feel that a period at the end of a text is angry or passive aggressive, but older generations tend to consider it proper grammar.
• Value Diverse Perspectives: Create an environment where people feel comfortable sharing their opinions. This fosters mutual respect and understanding. Everyone has something valuable to teach you. Approach conversations with curiosity and a willingness to learn. Don’t think that you have to have all the answers, and, at the same time, have the confidence to know that you have something to offer to others.

An example:

Imagine a young employee at a tech company who notices a lack of diversity in hiring. They take the initiative to research best practices, present data on how diversity positively impacts performance, and organize workshops to raise awareness. Additionally, they use research from respected organizations to show the importance of diversity, equity, and inclusion (DEI) to Generation Z. Through persistence and well-formed, well-researched arguments, they gain the support of decision-makers and implement changes that significantly increase diversity within the company. This shows how a single person’s initiative can create widespread positive change.

Continuous Self-Improvement

Finally, influencing your workplace is an ongoing process. While you advocate to improve your organization, commit to continuous learning and improvement for yourself as well. Regularly ask for feedback from colleagues and supervisors. This helps you identify areas for improvement and refine your approach. Attend workshops, webinars, or courses to enhance your skills and knowledge. Join industry organizations to discover opportunities and get access to trainings, and ask your coworkers for recommendations on email lists and set up news alerts to stay up to date. Also, seek out local networking groups, such as industry-specific organizations, young professional associations, or even your local chamber of commerce.

Gaining influence at work and becoming a changemaker is a journey, not a sprint. It takes patience, strategic thinking, respect, effective communication, and a genuine commitment to building strong relationships. One important thing you can do now is to share tips like these and find other ways to connect with your peer colleagues. Don’t only focus on appealing to the top brass; the bonds that you build now can be crucial to your success in the future. Your enthusiasm and dedication can be a powerful force for positive change in your organization.

When have you successfully implemented a change within your organization? Or, have you struggled to get your colleagues on board with your ideas?

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