• 00:00 Why We Feel Powerless & How to Become Influential  
  • 03:22 Redefining Leadership: Everyday Influence & Micro Leadership  
  • 05:05 Ripple Effects: How Small Actions Shape Others  
  • 11:28 Building Trust as the Core of Influential Leadership  
  • 13:11 Staying Grounded in Conflict & Division  
  • 23:52 Compassionate vs. Authoritative Leadership  
  • 25:00 Vision and Action: Breaking Free from Inaction  
  • 31:45 Overcoming Analysis Paralysis with Micro Actions  
  • 39:03 Enrolling Others in Your Vision  
  • 43:29 Key Takeaways on Influential Leadership 

How to Become Influential: Everyday Leadership That Creates Change

How to Become Influential: Everyday Leadership That Creates Change

Have you ever looked at your relationships, career, or even the state of the world and thought: Does anything I do actually matter?

It’s easy to feel powerless when so much feels outside our control. Global crises, political division, and everyday stress can make us forget our ability to create change. Yet the truth is simple: you have more influence than you think.

This episode of the Love, Happiness and Success podcast is all about how to become influential in ways that feel authentic and achievable. I sat down with Cynthia Rivard, a business strategist, environmental advocate, and author of A New Breed of Leader, to talk about what influential leadership really looks like.

Cynthia believes every one of us can become a micro leader: someone who makes a positive difference through consistent, small actions that ripple outward.

What Influential Leadership Really Means

When most of us hear the word leader, we picture someone in charge — the boss, the loud voice, the one with the title. But influential leadership has little to do with rank.

Instead, it’s about the energy you bring into every interaction. Calming your child after a tough day, listening to a coworker with compassion, or choosing to stay grounded in conflict are all moments of leadership.

The influence comes not from power, but from presence.

The Core of Influential Leadership

True influence grows from three qualities:

  • Trust — When people trust you, they’re open to hearing you. Without trust, persuasion rarely works.
  • Compassion — Understanding others builds connection. Compassion makes people feel safe enough to engage.
  • Clarity of vision — A sense of direction, even if imperfect, guides your choices and inspires confidence.

When these three elements combine, your influence becomes magnetic. This is the foundation of learning how to become influential in your daily life.

Staying Grounded in a Divided World

We’re living in reactive times. Arguments flare up on social media, political conversations divide families, and stress spills into our workplaces. The temptation to fight back or withdraw is strong.

But influential leadership calls for something different: calm, curiosity, and respect.

Cynthia shared this reminder: “Don’t seek to convince — seek to understand.”

By listening first, you lower defensiveness. Emotional regulation, then, becomes more than self-care; it’s a leadership skill.

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How to Become Influential Through Micro Actions

Waiting for the perfect plan before you act? Cynthia would say: stop waiting.

She defines hope as faith in action. You don’t need to see the entire road before you take a step. Small actions create clarity.

Here are four steps to put influential leadership into practice:

  1. Clarify what matters most. What energy do you want to bring into your relationships, work, or community?
  2. Start with a micro action. It could be a kind gesture, an honest boundary, or a conversation you’ve been avoiding.
  3. Reflect and adjust. After each action, ask: What worked? What didn’t? What can I learn?
  4. Lead yourself first. Self-leadership — regulating thoughts and emotions — is the root of influence.

You don’t have to lead nations to lead meaningfully. Just begin where you are.

Reflection Questions

Think about the circles you move in: family, friendships, work, and community.

  • Where is your quiet influence already making a difference?
  • What’s one small action you can take today that aligns with your values?
  • How might your life shift if you started seeing yourself as a leader, even without a title?

This is the real heart of how to become influential: noticing the power you already hold.

Keep Growing With Me

If you’ve been feeling ready to show up differently in your relationships, your work, or your life, I’d love to support you as you start putting that influence into action. You can schedule a free consultation with me or a member of my team. It’s a private, supportive space where you can share what’s been on your mind — whether that’s building confidence, finding your voice, or learning how to lead your life with intention. We’ll help you get matched with the right expert so you can move forward feeling clear, encouraged, and hopeful.

I’d also love to stay connected beyond the podcast. You can find me on Instagram, Facebook, or YouTube, where I share stories, reflections, and gentle reminders to help you stay intentional as you lead your own life. And if something from this conversation really hit home, tell me about it — I’d love to hear how you’re using your influence out in the world. Let’s keep this conversation going!

xoxo,
Dr. Lisa Marie Bobby



Resources:
Bastardoz, N., & Day, D. V. (2022). Integrating leadership and power: A micro process model. In D. L. Stone & J. H. Dulebohn (Eds.), Leadership: Leaders, followers, and context (pp. 289–330). Information Age Publishing. https://www.researchgate.net/publication/357222162_Integrating_Leadership_and_Power_A_Micro_Process_Model 

Larsson, M. (2016). Leadership in interaction. In J. Storey, J. Hartley, J.-L. Denis, P. ’t Hart, & D. Ulrich (Eds.), The Routledge companion to leadership (pp. 173–193). Routledge. https://research.cbs.dk/files/45721292/magnus_larsson_leadership_in_interaction_postprint.pdf 

Schnurr, S., & Schroeder, A. (2020). Leadership in interaction: An introduction to the special issue. Leadership, 16(5), 511–521. https://doi.org/10.1177/1742715020954790 

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