Influencing others is a critical competency for sales leaders, encompassing the ability to persuade, motivate, and guide individuals or groups toward desired outcomes without relying solely on positional authority. According to leadership development research from the Center for Creative Leadership, effective influence involves "the ability to affect others' actions, decisions, opinions or thinking through deliberate, skillful communication and relationship strategies."

In sales leadership roles, influencing skills directly impact revenue generation, team performance, cross-functional collaboration, and client relationships. The most effective sales leaders demonstrate multifaceted influence capabilities, including persuasive communication, relationship-building, emotional intelligence, strategic thinking, and negotiation skills. These leaders can adapt their approach based on the situation, audience, and desired outcomes—whether influencing direct reports to adopt new sales methodologies, convincing executive leadership to allocate additional resources, or persuading clients to consider premium solutions.

Assessing this competency during interviews requires exploring how candidates have successfully influenced others in various contexts and understanding their approach to overcoming resistance. Behavioral interview questions that focus on past experiences will reveal patterns of influence strategies, relationship dynamics, and the candidate's self-awareness about their impact on others. When evaluating responses, listen for specific examples demonstrating authentic influence built on trust and mutual benefit rather than manipulation or authority-based directives.

Interview Questions

Tell me about a time when you needed to influence a cross-functional team to support a sales initiative that wasn't initially their priority.

Areas to Cover:

• The specific sales initiative and why cross-functional support was needed
• How the candidate assessed the priorities and motivations of other teams
• Strategies used to align the initiative with other teams' objectives
• Challenges encountered in gaining buy-in
• How the candidate built relationships to support the influence effort
• The outcome of the influence attempt
• What the candidate learned about effective cross-functional influence

Follow-Up Questions:

• How did you initially identify the key stakeholders you needed to influence?
• What resistance did you encounter, and how did you adapt your approach?
• How did you tailor your message for different departments or individuals?
• What would you do differently if faced with a similar situation today?

Describe a situation where you had to influence upward to get executive leadership to approve a significant change to your sales strategy or approach.

Areas to Cover:

• The change being proposed and why it was important
• How the candidate prepared their case for senior leadership
• The specific methods used to influence decision-makers
• How data, storytelling, or other techniques were leveraged
• How objections or concerns were addressed
• The ultimate outcome and impact of the influence attempt
• Lessons learned about influencing senior leadership

Follow-Up Questions:

• How did you identify the decision-makers' priorities and concerns before making your case?
• What was the most challenging aspect of influencing this decision, and how did you overcome it?
• How did you build credibility with the executive team before and during this process?
• If you were unsuccessful in some aspects, what would you change about your approach?

Share an example of when you had to influence a resistant or skeptical sales team to adopt a new process, technology, or methodology.

Areas to Cover:

• The nature of the change and reason for team resistance
• How the candidate assessed the sources of resistance
• Specific influence strategies employed with the team
• How the candidate demonstrated empathy while still driving change
• Steps taken to gain early adopters or champions
• How progress was measured and reinforced
• The ultimate outcome and impact on the team

Follow-Up Questions:

• How did you identify the underlying concerns behind the team's resistance?
• What different approaches did you use for different team members?
• How did you balance pushing for adoption while maintaining team morale and trust?
• What did this experience teach you about leading change in a sales organization?

Tell me about a time when you had to influence someone over whom you had no direct authority, but whose support was critical to your sales objectives.

Areas to Cover:

• The context and why this person's support was essential
• The initial relationship with this individual
• The candidate's approach to understanding the person's motivations and interests
• Specific influence tactics employed
• How potential resistance or competing priorities were addressed
• The outcome of the influence attempt
• Key insights gained about influencing without authority

Follow-Up Questions:

• How did you build rapport and credibility with this person?
• What did you learn about their motivations that helped you influence them effectively?
• What obstacles did you encounter, and how did you overcome them?
• How has this experience shaped your approach to influencing others without formal authority?

Describe a challenging negotiation where you needed to influence a major client or partner to reach an agreement that benefited both parties.

Areas to Cover:

• The context and stakes of the negotiation
• How the candidate prepared for the negotiation
• The initial positions of both parties
• Specific influence and negotiation strategies utilized
• How the candidate identified mutual value and common ground
• How objections or difficult demands were handled
• The final outcome and relationship impact
• Lessons learned about influential negotiation

Follow-Up Questions:

• How did you research and understand the other party's priorities before the negotiation?
• What compromises were you willing to make, and how did you determine your boundaries?
• How did you maintain the relationship while advocating for your position?
• What would you do differently in a similar negotiation in the future?

Share an example of when you had to rally your sales team around a challenging goal or during a difficult period.

Areas to Cover:

• The specific challenge or goal and its context
• How the candidate assessed team morale and concerns
• The influence approach used to motivate the team
• How the candidate tailored their message to different team members
• Specific actions taken to maintain momentum and morale
• How obstacles were addressed along the way
• The outcome for the team and business
• What the candidate learned about motivational influence

Follow-Up Questions:

• How did you personally stay motivated during this challenging time?
• What resistance did you face from team members, and how did you address it?
• How did you recognize and reward progress toward the goal?
• What feedback did you receive from your team about your leadership during this period?

Tell me about a time when you had to influence multiple stakeholders with competing interests to support a strategic sales initiative.

Areas to Cover:

• The nature of the initiative and the various stakeholders involved
• The competing priorities or interests at play
• How the candidate mapped stakeholder interests and influence
• The strategy for building a coalition of support
• How conflicts between stakeholders were managed
• The ultimate outcome of the initiative
• Insights gained about managing complex influence situations

Follow-Up Questions:

• How did you prioritize which stakeholders to focus on first?
• What compromises did you need to make to accommodate different interests?
• How did you maintain transparency while navigating competing agendas?
• What would you do differently if faced with a similar situation in the future?

Describe a situation where you needed to influence a change in sales culture or team behaviors.

Areas to Cover:

• The specific cultural or behavioral change needed and why
• How the candidate assessed the current culture and barriers to change
• The influence strategy developed to shift behaviors
• How the candidate modeled the desired behaviors
• Systems or processes put in place to reinforce the change
• How resistance or backsliding was addressed
• The ultimate impact on team culture and performance
• Lessons learned about cultural influence

Follow-Up Questions:

• How did you identify the root causes of the existing behaviors or culture?
• Who were your key allies in this culture change, and how did you enlist them?
• What metrics or indicators did you use to track cultural progress?
• How long did it take to see meaningful change, and how did you maintain momentum?

Share an example of when you had to influence others by leveraging data and analytics to make a case for a new sales approach or strategy.

Areas to Cover:

• The context and the proposed change
• The data sources and analysis used
• How the candidate translated complex data into compelling insights
• The approach to presenting the data to different audiences
• How objections to the data or conclusions were handled
• The outcome of the data-based influence attempt
• What the candidate learned about using data for influence

Follow-Up Questions:

• How did you ensure the data you presented was credible and trustworthy?
• How did you tailor your data presentation for different stakeholders?
• What challenges did you face in getting people to understand or accept the data?
• How did you balance data-driven arguments with emotional or relational influence?

Tell me about a time when your initial attempt to influence others was unsuccessful, and you had to change your approach.

Areas to Cover:

• The context and initial influence goal
• The candidate's first approach and why it was chosen
• Signs that indicated the approach wasn't working
• How the candidate reassessed the situation
• The adjusted influence strategy and rationale
• How the candidate implemented the new approach
• The ultimate outcome and impact
• Key lessons learned about adaptability in influence

Follow-Up Questions:

• What feedback did you receive that helped you realize your approach needed to change?
• How did you maintain credibility while shifting your strategy?
• What aspects of the situation did you miss in your initial assessment?
• How has this experience shaped your approach to influence in subsequent situations?

Describe a situation where you had to influence others during a significant organizational change affecting the sales organization.

Areas to Cover:

• The nature of the organizational change and its impact on sales
• The candidate's role in the change process
• How they assessed stakeholder concerns and resistance
• Specific influence strategies employed at different stages
• How the candidate helped others navigate uncertainty
• Methods used to sustain momentum through the change
• The ultimate outcome for the sales organization
• Insights gained about leading through change

Follow-Up Questions:

• How did you personally deal with any negative feelings about the change?
• What were the most common concerns you heard, and how did you address them?
• How did you identify and support early adopters or change champions?
• What would you do differently if leading a similar change initiative in the future?

Share an example of when you influenced a sales team to embrace a more customer-centric approach.

Areas to Cover:

• The previous approach and why a shift to customer-centricity was needed
• How the candidate assessed the gap between current and desired behaviors
• Specific influence strategies used to shift the team's mindset
• How customer insights or feedback were leveraged
• Systems or processes implemented to reinforce customer-centricity
• How progress was measured and celebrated
• The impact on customer relationships and business results
• Key learnings about transforming team focus

Follow-Up Questions:

• How did you help the team understand the customer's perspective?
• What resistance did you encounter, and how did you address it?
• How did you balance customer-centricity with meeting sales targets?
• What specific behaviors did you personally model to demonstrate customer-centricity?

Tell me about a time when you had to influence others by telling a compelling story or creating a powerful vision.

Areas to Cover:

• The context and influence objective
• How the candidate developed their story or vision
• The key elements that made the story/vision compelling
• How it was tailored to the audience
• The delivery approach and setting
• The impact on the audience's thinking or actions
• Follow-up actions to reinforce the message
• Lessons learned about narrative-based influence

Follow-Up Questions:

• How did you identify which aspects of the story would resonate most with your audience?
• What techniques did you use to make your story memorable and impactful?
• How did you balance emotional appeal with logical arguments?
• How have you refined your storytelling approach based on this experience?

Describe a situation where you had to influence a high-performing sales leader or individual contributor to change their approach.

Areas to Cover:

• The context and why change was needed despite current success
• The relationship with the high performer
• How the candidate approached this potentially sensitive influence situation
• Specific techniques used to help the person see the need for change
• How resistance or defensiveness was handled
• The outcome for the individual and organization
• What the candidate learned about influencing successful people

Follow-Up Questions:

• How did you establish credibility with this high performer?
• What was most challenging about this influence situation?
• How did you balance acknowledging their success while suggesting changes?
• How did this experience inform your approach to coaching other successful individuals?

Share an example of when you had to influence others to collaborate across silos or territories to achieve better sales results.

Areas to Cover:

• The collaboration opportunity and potential benefits
• The existing barriers or territorial concerns
• How the candidate identified key stakeholders in each area
• The influence approach used to promote collaboration
• How competing interests or concerns were addressed
• Systems established to facilitate ongoing collaboration
• The outcome and business impact
• Insights gained about fostering cross-boundary collaboration

Follow-Up Questions:

• How did you address concerns about revenue attribution or credit sharing?
• What incentives or recognition did you implement to encourage collaboration?
• How did you handle individuals who were particularly resistant to collaboration?
• What lasting structures or processes came from this collaborative effort?

Frequently Asked Questions

Why are behavioral questions better than hypothetical questions when assessing influencing skills?

Behavioral questions reveal how candidates have actually handled influence situations in the past, which is a stronger predictor of future performance than hypothetical responses. Candidates can demonstrate real strategies they've implemented, challenges they've overcome, and results they've achieved. Hypothetical questions often elicit idealized answers that may not reflect how the candidate truly operates under pressure or in complex situations.

How should interviewers evaluate responses to these influencing questions?

Look for candidates who demonstrate: 1) a strategic approach to influence rather than ad hoc tactics; 2) adaptability in their influence style based on the situation and individuals involved; 3) self-awareness about their strengths and areas for growth; 4) ethical influence based on trust and mutual benefit rather than manipulation; and 5) specific, measurable outcomes from their influence efforts. The best responses will include not only what the candidate did but also why they chose that approach and what they learned.

How many influence-related questions should I include in an interview?

Quality is more important than quantity. Choose 3-4 questions that explore different aspects of influencing others, allowing time for thorough follow-up questions. This approach provides deeper insights than rushing through more questions with superficial responses. For sales leadership roles, consider combining questions about influencing others with questions about other critical competencies such as strategic thinking, coaching, and business acumen to create a well-rounded assessment.

Should I ask the same influencing questions to candidates at different experience levels?

While the core questions can remain similar, your expectations for the scope and sophistication of responses should vary based on experience level. For more junior sales leadership roles, look for influencing peers and immediate team members, while senior leadership candidates should demonstrate complex stakeholder management and organizational influence. You can adjust follow-up questions to probe appropriate depth based on the candidate's experience.

How can I tell if a candidate is truly skilled at influence versus simply having authority in their previous roles?

Listen carefully for how candidates achieved their results. Skilled influencers will describe building relationships, understanding others' perspectives, finding mutual benefits, and adapting their approach to different situations—rather than simply directing others based on their position. Ask specific follow-up questions about situations where they had to influence without authority or how they handled resistance to distinguish between positional power and true influence capabilities.

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