1. Study power

How many times have you attended a meeting and realised that the outcome of the discussion had already been decided beforehand through a tacit agreement among key figures?

This is how you can get in on the act: Think about your organisation and draw a map of those who hold real power. It could be the managing director, or the one who controls budgets. There are also informal power networks as well.

If, for example, you decide that the chief financial officer has power, start 'mapping' him by figuring out those who are close to him. Does he often consult his assistant, who in turn is close to someone in your team? Speaking to that particular team member, for example, could then allow you to understand what makes the CFO tick.

Staying connected to both formal and informal power networks will help you suss out how best to sell your idea.

In this regard, men are often quicker off the mark.

She says: 'When I give workshops, I often ask women, 'Who do you go to lunch with?' They all say 'My friends.' When I ask men: 'Who do you go to lunch with?' they always say 'My boss' or somebody of influence.'

That does not mean having to spend forever logging time with influential people.

'I understand that you want to relax, you don't want the pretence, you don't want to spend your lunch talking about what you do all day.

'But if you take one day out of your month and go to lunch with somebody who is powerful and influential, you can maybe gain a mentor or two and promote what you do.'

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