Weapons of Influence - Authority

Last month we discussed liking -- one of the six "weapons of influence" researched by Robert Cialdini and documented in Influence: Science and Practice. You may not have direct power, but you can increase your impact by practicing influence. In this series of Quick Tips we discuss practical, ethical ways for BAs to exert indirect power using these principles.
Authority: You tend to respect and obey authority figures and people who look like authority figures. It is usually beneficial to obey someone who knows more, has more to information, or has more power -- but not always. Authority comes in two main categories: positional and personal.
Positional Authority is often used to command. It is based on organizational roles, the ability to reward and punish, and may fade with familiarity. Titles indicate how much positional authority a person has, and the type of authority (Doctor, Project Manager). Clothes show membership in a group with authority (business suits, lab coats, police uniforms). Trappings are luxuries, settings and special contexts that reflect status and authority (large office, being on stage).
Personal Authority is often used to influence. It is based on the perception that a person is ethical, trustworthy and helpful, or an expert. It is earned through respect, and usually expressed through high-status, unconscious behaviours (dominant body language, tone of voice, slow speech, self-confidence, composure). These behaviours usually reflect what one thinks of oneself, but they can be learned (facilitators, actors, sales people).
Example: Business Analysts often struggle to get the support of people with positional authority. All too often a PM denies a BA the time needed to properly elicit requirements. One response is to discuss the BA plan, explaining the risks and benefits of each activity. This demonstrates personal authority through expertise. Escalation also relies on the BA having personal authority; otherwise the situation may be considered insignificant.
Ethics: A disconcerting example of the power of authority is Milgram's infamous 1963 Behavioral Study of Obedience. Align your objectives to organizational principles and goals to ensure that you getting your way is best for the organization.
Hints: After each meeting, analyse the ways authority was displayed. Did personal and positional authority align or conflict? Were the titles meaningful? Was the leader in charge? How did I show authority? What opportunities did I miss? Be confident in your expertise, and let it show.