Circle of Influence

A VP of Engineering promoted six months ago from senior architect to lead a 40-person organization across three product teams. Previously controlled code quality directly through reviews and technical decisions. Now feels constantly frustrated by depending on other managers to execute technical vision.

Frame this as mapping the leadership transition, not a time management exercise. 'Your leverage changed when your title did. Let's see where you're still operating like a senior individual contributor versus a VP.' Expect resistance to putting technical decisions in Influence - they feel responsible for code quality but no longer write the standards themselves.

Control circle filled with individual contributor tasks - code reviews, architecture decisions, direct problem-solving. If Influence circle is sparse or contains only 'telling people what to do,' they haven't grasped indirect leadership yet. Speed of completion in Control versus struggle with Influence indicates where the learning edge lives.

Start with what moved from Control to Influence during the promotion. 'Six months ago, where would code quality have gone? Where does it go now?' Then explore the gap: 'What would need to change for you to feel as confident about your influence on technical decisions as you used to feel about your control over them?'

A Marketing Director at a mid-stage startup facing budget cuts and team restructuring. Came to coaching saying they need help 'navigating uncertainty' and 'staying strategic during turbulent times.' Tends to intellectualize problems rather than address relationship and decision-making challenges directly.

Present as a reality check, not strategic planning. 'Before we talk about navigating uncertainty, let's map what's actually uncertain versus what feels uncertain because you haven't decided how to handle it.' This client will want to discuss market trends and competitive landscape. Redirect: 'We'll get to industry forces. Start with what's happening in your team this week.'

Concern circle filled quickly with abstract concepts - 'economic headwinds,' 'changing consumer behavior,' 'industry disruption.' Control and Influence circles take much longer and contain vague entries. If they spend more time explaining why items belong in Concern than identifying what they can actually influence, they're using analysis as avoidance.

Ignore the Concern circle initially. Start with Control: 'Read me your Control list. Which of these have you actually decided this week?' Then move to the gap: 'Your Concern list has eight items, your Control list has three. What decisions are you avoiding by focusing on market forces you can't change?'

A Senior Operations Manager leading a team of 12 supervisors across multiple shifts. Received feedback in their 360 review about micromanagement and 'not trusting the team.' Believes they delegate appropriately but acknowledges feeling anxious when they can't see what supervisors are doing in real-time.

Frame as a delegation audit, not a trust exercise. 'You delegate tasks, but let's see what you're still trying to control about how those tasks get done.' Many managers think delegation means assigning work while retaining control over methods, timing, and quality checks. This tool will surface that distinction.

Control circle filled with process details that belong to their direct reports - how supervisors run shift meetings, when they complete reports, how they handle specific employee issues. Look for micro-level items that start with 'making sure' or 'ensuring that.' This indicates control confusion, not delegation resistance.

Start with items in Control that involve other people's work methods. 'You wrote down 'ensuring shift reports are accurate.' Who actually writes those reports?' Then explore the transfer: 'What would need to happen for shift report quality to move from your Control circle to your Influence circle?' Focus on the mechanism of letting go, not the fear.

A Chief Operating Officer at a 200-person company struggling with cross-departmental conflicts and unclear accountability. Reports feeling 'caught in the middle' between CEO expectations and department head resistance. Describes their role as 'herding cats' and frequently says they wish they had more authority.

Position as an authority audit, not an influence exercise. 'You say you need more authority. Let's map the authority you already have but might not be using.' Expect pushback - they'll want to focus on what the CEO won't let them do. Redirect to what they could decide today but haven't.

Control circle unusually small for a C-level role, with many items that should be executive decisions placed in Influence or Concern. Look for phrases like 'depends on CEO approval' for decisions within their operational scope. If they struggle to identify what they can decide unilaterally, authority confusion is masking decision avoidance.

Start with the smallest Control circle item and work up. 'You can control your calendar. What else can you decide without asking permission?' Then address the gap: 'You're the COO but your Control circle looks like a director's. What decisions are you treating as above your pay grade that actually aren't?'