{"id":387,"date":"2014-08-26T00:27:43","date_gmt":"2014-08-26T04:27:43","guid":{"rendered":"http:\/\/www.managementcenter.org\/?post_type=article&p=387"},"modified":"2025-07-14T21:39:49","modified_gmt":"2025-07-14T21:39:49","slug":"manage-work-without-formal-authority","status":"publish","type":"resources","link":"https:\/\/www.managementcenter.org\/resources\/manage-work-without-formal-authority\/","title":{"rendered":"How to Manage Work Without Formal Authority"},"content":{"rendered":"\n

A reader asks:<\/p>\n\n\n\n

\u201cManaging staff members is hard enough, but at least the roles are clear! What about when you have to manage projects and don\u2019t have formal authority over the people doing the work? I tend to just let them know what I need and then hope for the best. Is there another way?\u201d<\/em><\/p>\n\n\n\n

Influencing the performance of people who don\u2019t report to you\u2014or \u201cmanaging sideways\u201d\u2014requires thoughtfulness and deliberate communication.<\/p>\n\n\n\n

Effectively managing sideways involves some of the same practices you would use when you\u2019re managing direct reports: setting up clear roles and responsibilities, being clear about the desired outcomes, checking in on progress, and so forth. But when you\u2019re managing sideways, it helps to take extra care in how you approach your colleagues with each of these items. Here are six tips for doing it well.<\/p>\n\n\n\n

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1. Build the relationship.<\/h3>\n\n\n\n

When you\u2019re managing sideways, it’s especially important to build and sustain strong relationships\u2014because it\u2019s really the strength of your relationship that predicts the success you’ll have when assigning work to peers, checking in on progress, and inspiring accountability. The core principles of relationship-building<\/a> that should guide managers (authenticity, trust, navigating power and difference, and shared purpose), can also guide you when managing sideways. You won\u2019t have the same positional power, but you should still acknowledge lines of difference, seek diverse perspectives, and invest time upfront to learn what the other person has going on, what motivates them or discourages them, and what they are excited to contribute.<\/p>\n\n\n\n

2. Communicate roles clearly.<\/h3>\n\n\n\n

When you\u2019re delegating to a peer, it\u2019s easy to inadvertently miscommunicate about roles and decision-making power. That can lead to situations where, for example, your colleague assumes they are the ultimate approver for the fundraiser webpage content you asked them to create when, in fact, you\u2019ll be making the final edits before anything goes public. If you want to avoid making them feel undermined, you need to make roles and responsibilities explicit. Using TMC\u2019s MOCHA model<\/a> to clarify project roles, you might say something like, \u201cCould you own<\/em> getting all the content together and building a draft page by [X date]? Once you have proposed content, I\u2019d like to sign off and might make some changes before we finalize it because there are some tricky nuances with donors that I want to make sure we navigate. In our MOCHA, you\u2019ll be the owner and I\u2019ll be the manager\/approver.\u201d<\/p>\n\n\n\n

3. Constantly share the \u201cwhy.\u201d<\/h3>\n\n\n\n

While you should always explain the larger context\u2014the \u201cwhy\u201d\u2014when you\u2019re delegating to a staff member, it\u2019s especially key to do this when you\u2019re delegating sideways. As a peer, your requests will go over a lot better if you contextualize them and explain their importance. For example, in pulling someone in to help with a last-minute email alert, you might say, \u201cWe just learned about this today and if we can generate grassroots calls by tomorrow morning, we have a real chance of bringing the bill up for a vote before the legislature adjourns for the year.\u201d<\/p>\n\n\n\n

4. Don\u2019t hide the ask.<\/h3>\n\n\n\n

Sometimes when people feel awkward about managing sideways, they soften their requests to the point that the other person doesn\u2019t realize what\u2019s being asked of them. For instance, you might need a draft of a report by March 15 so that the final can go to the printer by March 25. If you say, \u201cIt would be great to see a draft around the middle of the month, and I\u2019d love to have it to the printer by March 25 if we can,\u201d you won\u2019t be conveying hard deadlines at all. Your colleague might justifiably think you have more flexibility than you do. Make sure they are clear about deadlines, constraints, and other relevant factors. And yes, that might mean being more directive than you\u2019re used to. Just remember that being kind and direct sets them up for success, and reduces the chance of misunderstanding. Use our Delegation Worksheet<\/a> to think through the context, constraints, and information you need to share with your collaborators.<\/p>\n\n\n\n

5. Check in regularly.<\/h3>\n\n\n\n

Projects are always evolving and questions surface, so you\u2019ll need ways to make sure work is on track and plans get adapted as needed. Just like managers and staff members have regular check-ins, you will too. Communicate this at the outset of a project, and identify the best ways to engage as the work moves forward. You can do this by:<\/p>\n\n\n\n