September 2026 Newsletter

Editor’s Letter

Influence – a word that carries a lot of meaning for many of us. In an organization, one’s title is not the only pathway to gaining the needed support, building consensus, navigating difficult conversations, or arriving at a collective decision. Influencing skills are there to be relied on. They are the summation of knowledge put into good practice, character, virtues and values, and actions and behaviors demonstrated in ways that build trust to be listened to and followed.

In this month’s issue of The Leadership Companion, we tackle another important aspect of leading – leading when one’s title is not enough, leading when there is no formal authority, and leading in a way that creates mutual value and commands respect.

We bring you thoughts from the Master Coach’s Corner and eye-opening lessons drawn from the storied journeys of real people, real leaders on the ground.

We also bring practical influencing tips that you can try in the workplace.

Whether you are a young and aspiring leader or a seasoned one, may you be moved to a space of reflective thought as you go through our stories and articles, curated and compiled this month of September, especially for you!

— Coach Lynne Reyes, PCC, A.npn
Editor/Writer, The Leadership Companion

Why Influence Matters

by Julius Ordonez, MCC, ACTC

Ken Blanchard and Simon Sinek, leadership gurus who focus on human-centric workplaces, one a seasoned veteran the other a modern- day catalyst, agree on one thing – influence matters.

Till date, one of Ken’s famous quotes rings true — “The key to successful leadership is influence, not authority.”

“The key to successful leadership is influence, not authority.”

Today, Simon espouses a similar thinking on influence, “There are only two ways to influence human behavior: you can manipulate it or you can inspire it.”

In my own journey of coaching leaders for over 2 decades now, I have seen the changing needs in both the local and global workforce. The principle of “command and control” has been losing its grip. A less directive and a more empowering approach to leading are taking deep traction in the workplace. Leaders who continue to learn, unlearn and grow, are now taking a genuine, personal stake over the growth and development of their people.

“There are only two ways to influence human behavior: you can manipulate it or you can inspire it.”

I have seen influence come in many forms — role modelling; inspirational authenticity where strengths are put to good use and help is enlisted the leader knowing fully well he does not have everything figured out; listening genuinely and making people feel seen and heard.

I have seen transformative change happen the moment leaders realize the story is not about them as people in charge but about the people and teams they are entrusted with and in charge of.

The principle of “command and control” has been losing its grip.

Developing inspirational, influencing skills have helped drive team collaboration, foster high morale, build emotional connection and boost overall productivity.

That title? It no longer holds the license to command but opens the pathway of that big opportunity to lead with influence – influencing the growth and development of the people and ultimately, influencing overall results for mutual value and benefit.

Maria Lourdes Ann “L.A.” Cruz
Vice President – People Department, Lufthansa Technik Philippines, Inc.

What does influence look like when lived out in the real world? What does it take to lead, especially when the decisions are difficult and the people you lead are watching not just what you say, but how you show up?

The story of L.A. Cruz offers a glimpse. Her story is one of strength, courage, humility and purpose—and of a leader who has learned that influence is ultimately about the person we choose to be.

Firm and fair.
Brave and open.
Anchored on faith.

These were traits so palpable during the conversation as The Leadership Companion sat down with L.A. Cruz, Lufthansa’s Vice President for People Department.

Here is her leadership story.

“I have been thrown many times into uncharted territories. I grew where I was planted. The turning point was when I became Chief of Staff of the CEO of a local conglomerate. I was sent wherever I was needed, did various roles, and where I started my HR leadership role as Head of HR in their telcom company. After that I moved around in various industries like pharma, FMCG, shared services, telco, engineering. I worked in the local setting, had regional and global roles and was recently expatriated. I found myself as the poster girl for diversity, having been the lone woman and the lone Asian—and proudly Filipino at that—who sat in a leadership circle dominated by European men, then came back home to see what was waiting for me. And yes, I may have been ‘forced’ into HR under a situation where I was told I could do it. I wanted to equip myself more and got a diploma program in Organizational Development.

I started my career early, at the age of 19, and it has been 30 years since – 30 years of learning, unlearning, growing and thriving!

Instead of saying, “wala akong alam dyan” (I don’t know anything about this; I am inexperienced in this), I willingly rolled up my sleeves and became curious. As I am comfortable with what I know, I learned to be just as comfortable with what I did not know. I have learned to embrace humility for not knowing everything, for asking for help, for pursuing mentors, for being open to receiving feedback. The leader that I was then is no longer the same leader I am now, as I have matured from all the experiences when I said yes to opportunities with a willingness to do hard work, knowing that nothing comes easy.”

“Instead of saying, “wala akong alam dyan” (I don’t know anything about this; I am inexperienced in this), I willingly rolled up my sleeves and became curious.”

Strikingly, during the conversation, L.A. brought up coaching several times as a key success factor in her own leadership journey.

“Coaching is truly transformational. I have learned to care more for the people and genuinely look after them. It became clearer to me what my role is as a leader of people – it is to help develop them by tapping into their potential and helping them walk the path to growth. Through coaching, I have learned to keep preconceived notions at bay, to remove my own biases, knowing that they can cloud my judgment about the person. I have learned to truly listen and ask the right questions. Today, I have made an advocacy out of coaching and, as a graduate of two coaching courses with Benchmark Consulting, and as a former coachee of Master Coach Julius (Ordonez), I am now giving pro bono coaching and mentoring outside of work. This is my way of giving back.”

“Coaching is truly transformational. I have learned to keep preconceived notions at bay, to remove my own biases, knowing that they can cloud my judgment about the person.”

L.A. had the very difficult task of letting a big number of people go due to the closure of one of their business lines -– a business decision that had to be made, but without disregarding the humanity in the decision. L.A. and her team sat down with each of the affected employees and made sure they were seen and heard as individuals. She received positive feedback from the very people who were let go.

When asked about her take on influencing, this is what she has to say:

“People watch. They observe. It’s what time we come to work, how we act during crisis, how we face controversial and difficult conversations, how we genuinely care and listen. Our behavior and actions should build trust, demonstrate credibility and speak well of who we are as human beings. From there, we hope to move them and inspire them towards our shared goal as well as their own. That is influence.”

“Our behavior and actions should build trust, demonstrate credibility and speak well of who we are as human beings.”

L.A. will soon be hitting two years as Head of the People Department of Lufthansa. A time that is rather short but has allowed her to institute critical new programs that will further shape the organization. It is her goal for HR to be seen not just as a support group but as a critical business partner and business driver in the organization.

“Today, I look back and say, I have been blessed and for that, I am truly grateful! At the end of the day and in all of these, there is a bigger purpose. I give back the glory to Him who has made all these blessings possible.”

The Leadership Companion congratulates L.A. in her journey of learning, success and faith.

Leadership is a journey of influence. We asked leaders what they learned along the way.

Q: What did you have to unlearn about influence as you moved into leadership?

A: “One thing I had to unlearn was the belief that influence comes from having the strongest voice or the best answer in the room. Leadership taught me that influence is less about convincing people and more about creating space for others to contribute, take ownership, and move toward a shared goal. I also learned that authority may gain compliance, but trust earns commitment—built through credibility, consistency, and relationships.”

Q: When you have no formal authority, what gives you influence?

A: “Influence without formal authority comes from credibility, empathy, and consistency. When you genuinely care about helping others succeed and consistently add value to their work, formal titles become secondary. People follow those they trust, respect, and feel supported by—not just those who hold power over them.”

Q: Who has influenced you deeply without ever having formal authority over you? What did they do that made their influence powerful?

A: “Some of my greatest teachers never appeared on an organizational chart. They influenced me through example rather than instruction – by showing courage under pressure, humility in success, and integrity when compromise would have been easier. Their greatest lesson was simple: leadership is not what you are entitled to; it is what you inspire in others.”

These leaders have answered different questions on influence, yet a collective insight is clear. Influence is not about position. It is built through trust, example and the way we show up for others.

Practical Tips for Building Influence

Focus on What Matters to Them — Connect your idea to their goals, needs, or priorities.

Listen More, Speak Less — Give people space to share their thoughts so they feel heard and valued.

Find Common Ground — Avoid direct arguments; acknowledge different views and look for areas of agreement.

Ask, Don’t Tell — Use open-ended questions to help others arrive at solutions and take ownership of the idea.

Appreciate Genuinely — Give sincere, specific recognition rather than general or empty praise.

NEW Program Offering

Influencing Without Authority

How do you lead effectively without authority? How do you deliver results without the formal authority often needed to get things done?

Here is a new program on delivering results through the art and skill of influencing.

Conducted in 1-2 days, this program transforms how you move people, shape decisions, and mobilize action when you hold zero positional leverage. You will master the art of earned influence—building gravitational pull through credibility, emotional intelligence, and tactical communication.

Email us at info@benchmark-consulting.net to learn more about this new program offering!

Moments of learning, collaboration, and leadership across organizations.

As we close this issue, it may be worth asking: How do I show up in a way that inspires and influences others?

Until the next issue!

What is one thing that resonated strongly with you? Let us know below!