#66 Your Boss Is Playing Favorites (And Here's How to Become One of Them)


The RISE Framework: How to Build Upward Influence Without Being a Brown-Noser

Read time: 6 minutes

TL;DR: Stop waiting for your boss to notice your hard work. Use the RISE Framework - Read the Room, Invest in Relationships, Show Strategic Value, Execute Consistently - to systematically build influence with executives. It's not about politics; it's about positioning yourself as indispensable through proven psychological principles.

You know that sinking feeling when your less-qualified colleague gets promoted over you?

I've been there. Early in my career, I watched someone with half my technical skills leap three levels ahead of me. The difference wasn't talent. It was influence.

Here's what I've learned from 20+ years in the C-suite: Your brilliant work doesn't speak for itself. You need to build relationships that amplify your voice upward. And there's actually a science to it.

The Reality About Upward Influence

Let me break this down. Research shows that upward influence operates through predictable psychological mechanisms, not random networking luck (Yukl & Tracey, 1992). The most effective executives use systematic approaches like rational persuasion, inspirational appeals, and strategic consultation rather than pressure tactics or brown-nosing.

Think of it like this: Your relationship with your boss isn't just about getting work done. It's about creating what researchers call "Leader-Member Exchange" - basically, are you in the inner circle or the outer circle? (Dulebohn et al., 2012).

High-quality relationships with superiors lead to better performance ratings, more career opportunities, and access to informal networks. But here's the thing - most people leave this to chance.

The RISE Framework for Strategic Influence

After analyzing decades of organizational psychology research, I've developed a systematic approach. Here's the RISE Framework:

R - Read the Room

I - Invest in Relationships

S - Show Strategic Value

E - Execute Consistently

Let's dive into each component.

Read the Room (Social Astuteness)

This isn't about being a mind reader. It's about developing what researchers call "social astuteness" - the ability to accurately observe organizational dynamics and understand what really matters to decision-makers (Ferris et al., 2007).

Here's what this looks like practically:

Before your next executive interaction, do your homework. What are their top three business priorities this quarter? What keeps them up at night? What metrics do they care about most?

I learned this the hard way when I pitched a cost-saving technology solution to a CEO who was laser-focused on revenue growth. My perfectly logical presentation fell flat because I wasn't speaking his language.

Next time, spend 15 minutes researching their recent communications, LinkedIn posts, or company earnings calls. Understand their context before you ask for their attention.

Invest in Relationships (Strategic LMX Development)

Leader-Member Exchange theory shows that bosses develop unique relationships with each team member. Some people get invited to the strategic discussions. Others just get task assignments.

The difference? Systematic relationship investment.

Here's your relationship building protocol:

Start with value-first interactions. Don't lead with requests. Lead with insights, solutions, or resources that help them win. It's like when you bring your neighbor their newspaper without being asked - you're building social capital.

Schedule brief check-ins focused on their priorities, not yours. Ask questions like: "What's the biggest challenge you're facing this month?" Then listen. Really listen.👈 Don't think about what to say next!

Share relevant industry insights or internal intelligence that helps them make better decisions. Position yourself as a trusted advisor, not just a task executor.

Show Strategic Value (Impression Management)

Research identifies five core impression management tactics that enhance professional credibility (Bolino & Turnley, 1999). The key is authentic value creation combined with strategic self-presentation.

Self-promotion without the cringe: Highlight accomplishments that demonstrate organizational value. Instead of saying "I completed the project," say "The automated reporting system I built saves the team 8 hours weekly and improved accuracy by 23%."

Strategic exemplification: Go beyond expectations in ways that align with organizational values. If innovation matters, propose new solutions. If efficiency matters, streamline processes.

Intelligent ingratiation: Build rapport through genuine appreciation and alignment with their values. But keep it professional and authentic.

The secret sauce? Everything you do should answer this question: "How does this make my boss more successful?"

Execute Consistently (Political Skill Application)

Political skill isn't about office politics. It's about "the ability to effectively understand others at work and use such knowledge to influence others to act in ways that enhance organizational objectives" (Ferris et al., 2007).

Consistency builds trust. Reliability enables confident decision-making. Here's your execution framework:

Follow through on every commitment, no matter how small. Your reputation for reliability becomes your influence currency.

Communicate proactively. Update stakeholders before they ask. Frame messages in business impact terms, not task completion terms.

Build strategic networks across departments. The research shows that positioning yourself between disconnected groups creates competitive advantage through access to diverse information and opportunities.

The AI Integration Factor

Here's where it gets interesting. AI enhances rather than replaces human influence capabilities. Use AI tools to research executive priorities, analyze industry trends, and prepare better insights for your interactions.

But remember: the core elements of trust, credibility, and authentic relationship building remain uniquely human. AI amplifies your capabilities; it doesn't replace the fundamental need for genuine connection.

The Burnout Connection

Poor upward relationships are a massive burnout driver. When you lack influence, you feel powerless. Your great ideas get ignored. Your workload increases without recognition. You start questioning your value.

Building systematic upward influence creates career sustainability. You get better projects, more autonomy, and clearer advancement paths. Instead of burning out from invisibility, you thrive through strategic positioning.

Your First Move

Start with one executive relationship this week. Pick someone whose success directly impacts your career trajectory.

Research their current business priorities. Schedule a brief coffee chat. Lead with one valuable insight or offer to help with a challenge they've mentioned.

Don't pitch yourself. Position yourself as someone who helps them win.

The research shows this works. The question is: will you systematically apply it?

Ready to level up your leadership influence? Let's build a strategic plan tailored to your specific situation. Book a conversation at https://book.drdegnan.com and let's turn your expertise into executive presence.

Until next time, my friend!

—Oliver

Dr. Oliver Degnan

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Bibliography

Bolino, M. C., & Turnley, W. H. (1999). Measuring impression management in organizations: A scale development based on the Jones and Pittman taxonomy. Organizational Research Methods, 2(2), 187-206.

Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. (2012). A meta-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye toward the future. Journal of Management, 38(6), 1715-1759. https://doi.org/10.1177/0149206311415280​

Ferris, G. R., Treadway, D. C., Perrewé, P. L., Brouer, R. L., Douglas, C., & Lux, S. (2007). Political skill in organizations. Journal of Management, 33(3), 290-320.

Yukl, G., & Tracey, J. B. (1992). Consequences of influence tactics used with subordinates, peers, and the boss. Journal of Applied Psychology, 77(4), 525-535.