In professional and public life, influence isn’t just about being liked or visible. It’s about moving people to act on your behalf.

Over a decade ago for a speech at Stanford Law School, I developed the 4 As of Influence™ to clarify a simple but often-misunderstood truth: being known or even liked is not the same as being influential.

What It Is

The framework defines four progressive stages of connection and influence, each stronger than the last:

(1) Anonymity: They don’t know who you are. The starting point for every relationship. The goal here is simple: to get on the radar of the right people and organizations.

(2) Awareness: They’ve heard of you or follow your work. Visibility alone is not influence. But this stage builds the foundation for it through reputation, consistency, and recognizable value.

(3) Affinity: They like or respect you. Many professionals and organizations stop here. They have fans, followers, even admirers but not allies. Affinity feels good, but it’s not leverage.

(4) Advocacy: They take action on your behalf. This is the inflection point where real influence begins. Advocates open doors, make introductions, defend your position, and help you succeed because they believe it serves a shared interest or purpose.

Why It Matters

Most individuals and organizations overestimate where they stand with others. They mistake Affinity (“they like me”) for Advocacy (“they’ll go to bat for me”). The 4 As framework helps leaders and teams see their relationships clearly and design strategies to deepen them intentionally.

Whether you’re navigating policy, business development, or public affairs, your success depends not on how many people know your name, but how many are willing to use their influence in support of your goals.

How I Use It

In my advisory work, I apply the 4 As of Influence™ to help clients:

• Map and assess their existing networks and relationships;

• Identify where key actors, allies, and institutions sit along the 4A spectrum; and

• Design engagement strategies to move relationships from Affinity to Advocacy, building durable, actionable support where it counts most.

The framework informs my work with leaders and organizations at the intersection of law, policy, and influence  where trust, alignment, and strategic action turn visibility into real outcomes.