Leadership advice rarely sticks unless it’s wrapped in something memorable. A story, a metaphor, a punchy acronym. That principle was on full display at a recent leadership forum. My own boss was on stage, closing out a compelling talk, when someone from the audience raised a hand and asked, “What advice would you give to junior employees trying to influence the workplace culture?” He didn’t offer some convoluted, jargon-filled corporate speak. Nope. His answer was simple yet brilliant:
“Three Cs: Competency, commitment to the mission and courage.”
I scribbled those three words down so fast my pen barely kept up. Simple? Yes. But deceptively powerful. And the more I thought about them, the more I realized they’re not just ingredients for standing out — they’re non-negotiables for shaping culture from any seat at the table. Let’s break them down.
Competency
This is the baseline. You can’t influence what you don’t understand. You’ve got to know your stuff. That means recognizing where your skills fall short and actively closing those gaps. Whether it’s technical expertise, policy fluency, or communication finesse, influence starts with capability. When you know your stuff, people listen. Competency gives you the leverage to lead change.
Commitment to the Mission
This is where things get personal. We all have to understand our mission, but the people who influence others? They take ownership of it. This kind of investment draws people in. When others see you care deeply about the “why,” they’re more likely to follow your lead on the “how.” Want to show commitment? Start by deeply understanding your organization’s purpose. Connect your daily tasks to larger outcomes. Don’t just know the mission — live it.
Courage
This one might be the most overlooked, but it’s the quiet force behind influence that actually moves the needle. Courage is speaking up when something feels off. It’s giving constructive feedback even if your voice shakes. It’s questioning a process that no longer makes sense — or daring to suggest a better one. Courage shows up in decisions, not declarations. It’s measured by what you’re willing to challenge, not how loudly you do it. The boldest culture shifts often start when someone speaks up, asks why, or suggests a better way — even when it’s uncomfortable.
The 3 Cs — competency, commitment and courage — aren’t traits you’re born with. They’re habits you develop. And over time, those habits become your leadership signature — a personal brand of leadership others learn to trust and follow. A way to build real influence from wherever you sit, no matter your pay grade, job title, or years of experience. Because influence isn’t reserved for the loudest voice in the room or the person with the fanciest org chart box. Start where you are. Build your competency. Show your commitment. Practice courage in small, steady ways.
Adeline (Addy) Maissonet is a Procurement Analyst for the Defense Pricing, Contracting, and Acquisition Policy (DPCAP) within the Office of the Secretary of Defense (OSD), U.S. Department of Defense (DoD). She serves as a senior advisor on contracting policies and procedures and the agency’s representative on the Department’s views on proposed legislation to Congressional members, their staff, and committee staffers. Prior to her current role, Addy served as a Division Chief and Contracting Officer with unlimited warrant authority for the U.S. Army Mission and Installation Contracting Command (MICC) – Fort Eustis, Virginia. Addy holds an MBA in Management and Contracting Level III Certification under the Defense Acquisition Workforce Improvement Act. She is a graduate from Cornell University’s Executive Leadership Certificate Program. In her free time, Addy enjoys hiking and overlanding with her family and friends.
Note: The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of the Department of Defense.
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