If you’re in a leadership position you have a certain kind of authority; for the sake of discussion, let’s just call it “positional authority.” By virtue of your job title you have the authority to get things done, and also the responsibility to use that authority to make sure those things get done. That is, you not only CAN do it, you HAVE TO.

Positional authority is useful, because people have to do what you say (within certain limits, of course — military officers have a degree of legal authority based on their position, whereas you probably have something less). Simply being in a position isn’t the answer to all your problems; you can require people to do things, but it’s harder to require them to do them well. One advantage to positional authority, of course, is that it removes a lot of confusion about who is in charge when people can point to a box on an organizational chart and see your name in it. For many people, it’s easier to lead if they have the authority of their position backing them up.

Something harder to do is “the other kind” of authority. Let’s call it “personal authority.” How do you lead when you are not actually in a leadership position? Maybe you are trying to lead your bosses in a particular situation, maybe you are collaborating with peers and you feel someone needs to take charge, or maybe you are just in a really flat organization that doesn’t like job titles. Leadership is always needed no matter what the organizational chart looks like, so sometimes you need to step up without the power of a position behind you.

How do you establish your personal authority? Well, one key factor is being knowledgeable about your field; people are more inclined to listen to those who know what they are talking about, and since your job title doesn’t make that point for you, you need to make it yourself by demonstrating your skills. Develop your communication skills so you can put across your ideas clearly and concisely, whether through speaking or writing, and become a great listener so you can understand others’ perspectives. Set high standards for yourself, and follow them. Consider reserving your inputs for when you really think it’s important, so others get the idea that when you speak up, its because you think it’s necessary, rather than you talking just to hear yourself talk.

The best leaders are able to blend the two. With positional authority, you can get people to do some things because they’re required to. Even with that authority, though, it helps to have people doing things because they want to, and that takes personal authority. You will get better performance from people through a mix of positional and personal authority, so find the balance that is right for your situation and aim for it. Don’t just rely on your job title to get things done, because that leaves too much to chance. Use your positional authority to save time and cut down on confusion by making it clear who is in charge, then focus on your personal authority to actually accomplish things.