This capability is usually about getting movement where agreement is not automatic.
That can mean influencing, negotiating, handling competing priorities, or resolving tension without making things worse. It often shows up in roles where you need to bring others with you, manage expectations, or work through competing interests without formal authority doing all the work for you.
Because of that, this capability is usually best answered through a STAR-style example where the panel can clearly see the tension point, the approach you took, and how you helped land an outcome. If you need a refresher, go back to our STAR Method Examples for NSW Government Applications.
What changes across the levels
- Foundational: raises views respectfully and contributes to straightforward discussions
- Intermediate: explains positions clearly and works through routine differences
- Adept: gains buy-in, manages resistance and handles more complex discussions
- Advanced: navigates competing interests and influences decisions across broader stakeholder groups
- Highly Advanced: shapes major decisions, resolves high-stakes conflict and builds lasting commitment
How to build a stronger example
Good examples usually include:
- differing views or competing interests
- a clear objective
- how you influenced the outcome
- how you balanced firmness with professionalism
Example paragraph: Intermediate
In a support role, I often needed to negotiate deadlines and expectations where multiple requests came in at once. In one example, two managers both needed urgent support and each believed their work should come first. My task was to manage the expectation without damaging either relationship. I explained the constraints clearly, confirmed priorities based on business impact and timing, and worked toward a practical solution rather than simply saying yes to everything. That kept relationships positive while making delivery more realistic.
Example paragraph: Adept
During a cross-team piece of work, stakeholders had different views about sequencing and responsibilities, which was slowing progress. My task was to help secure agreement without letting the conversation drift into unproductive defensiveness. I brought the discussion back to the core outcome, clarified what each team needed, and worked through a solution that gave people confidence their priorities had been considered. That helped secure agreement and move the work forward.
Example paragraph: Advanced
In a senior role, I managed a discussion involving competing operational and strategic priorities, where several stakeholders had strongly held views about the preferred direction. My task was to help land a workable position that balanced immediate pressures with longer-term consequences. I influenced the conversation by making the trade-offs clear, testing assumptions, and negotiating a path that people could commit to even if it was not everyone’s first preference. That helped secure commitment without damaging relationships or losing momentum.
Final advice
Influence is not about sounding forceful.
It is about helping other people move, decide or commit in a way that is credible and useful.