Cross-functional initiatives often put someone in charge of an outcome without authority over the people whose work determines it. Marketing depends on product, product depends on engineering, and the person responsible for the launch reports to none of them. Influence replaces authority, and it works differently.
The ideas below are practical approaches, useful for emerging leaders who coordinate across groups and for senior leaders who want to understand the position their cross-functional leads are in.
Start with their priorities, not yours
Peers have their own goals, constraints, and managers. A request that ignores those will be deprioritized, politely. Before asking for anything, learn what each peer is accountable for this quarter, what pressures they face, and what a good outcome looks like for them. Then connect your request to something they already care about, or acknowledge honestly where it competes.
Make the shared outcome explicit
Many cross-functional conflicts persist because each group describes success differently. Write the shared outcome in one sentence and ask each lead to confirm or adjust it. "Customers in the first group are live on the new process by the end of the quarter" gives everyone the same target and a reference for later disagreements.
Be specific about the request
A vague request is easy to postpone. A specific one is easy to accept or decline. Compare "We need engineering support" with "We need one engineer for four hours a week for the next six weeks to build the integration, starting the 10th." The second lets your peer check their capacity and respond.
Include what you will provide in return: clear requirements, timely feedback, or help with something on their list. Reciprocity builds working relationships that outlast one project.
Agree on decision rights early
When you lack authority, a lack of clarity about who decides can stall everything. At the start, ask a few questions together with your peers:
- Who makes the final call on scope, timing, and tradeoffs?
- What happens when two leads disagree?
- Who is the escalation point and how quickly will they respond?
Having the sponsor confirm this in writing gives you backing without needing to invoke it.
Make progress visible
A shared list of commitments, with a named owner and date for each, gives peers a neutral reference. You do not need to chase individuals. The list shows what is on track and what is at risk, and others can respond to it on their own. A brief weekly update that highlights completed items and flags risks, with no accusations, keeps the group informed and builds your credibility.
Handle resistance with curiosity
When a peer pushes back, ask what is behind it. The concern may be capacity, risk, or a past experience with a similar request. A question like "What would need to be true for this to work for your team?" turns a refusal into a negotiation. Sometimes the right outcome is to change the plan.
Use your sponsor wisely
Escalation is a tool for resolving real conflicts about priorities, not a way to avoid conversations. Try direct discussion first. When you escalate, bring a short summary: the issue, the options, the effect on the shared outcome, and your recommendation. Tell your peer beforehand that you plan to raise it, so they hear it from you.
Build influence through reliability
Influence accumulates when you do what you say, share credit, give early notice of problems, and follow up. Each small action builds the trust that makes the next request easier. Over time, peers begin to bring you into decisions earlier, which is a sign your influence is growing.
For emerging leaders working to widen their influence, JEM's one-on-one leadership coaching offers private time to work through specific situations. When a whole cross-functional team needs shared agreements, the Culture-to-Execution Sprint is the team-level path.