Circles of Influence

Purpose

Circles of Influence helps individuals and teams sort their worries into three zones: what they can control, what they can influence, and what they can only observe (concern). This clarity redirects energy from anxiety about the uncontrollable toward productive action on what matters.

At a glance

How to run

1. Introduce the three circles (5 min): Draw three concentric circles on a flipchart: innermost = Control (my actions, my attitude), middle = Influence (I can affect but not determine), outer = Concern (I notice but cannot change). Give one example per zone.
2. Individual brainstorm (10 min): Each person lists current worries or frustrations on sticky notes, then places each into the appropriate circle.
3. Pair discussion (8 min): In pairs, discuss: Are any items in the Concern circle actually influenceable? Are there items in Influence that are really Control? Help each other reclassify.
4. Action focus (5 min): For items in Control and Influence, each person writes one concrete action they will take this week.
5. Close (2 min): Invitation to revisit the circles monthly and notice how energy shifts.

Materials needed

• Three-circle diagram (large poster or digital template)
• Sticky notes in three colours (one per zone)
• Markers
• Timer

Pitfalls & common mistakes

• Everything in Concern: If a person places everything outside their control, gently challenge: "What is one small aspect you could influence?"
• Using it to dismiss valid frustrations: The exercise is about redirecting energy, not invalidating feelings about systemic issues.
• One-time use: The real power is in revisiting and noticing patterns over time.
• Confusing influence with control: Influence means you can affect the outcome but not guarantee it.

Inclusion & accessibility

• Allow private reflection before group sharing.
• Provide a digital version for remote participants.
• Be sensitive to systemic barriers — some people genuinely have less control over their work conditions.
• Acknowledge that the exercise reflects a particular cultural lens (individual agency) and discuss its limits.

Variations

• Team version: Map team-level concerns collectively and identify team-level actions.
• Retrospective integration: Use as a retrospective activity to sort sprint frustrations.
• Leadership lens: Leaders map organisational challenges and discuss where to invest leadership energy.

When NOT to use this

• When systemic injustice is the core issue — the exercise can feel like gaslighting if structural problems are placed in "Concern" without acknowledging the need for systemic change.
• When people need emotional support first, not cognitive reframing.
• When used to justify inaction on genuinely influenceable problems.

Source & further reading

• Stephen Covey, *The 7 Habits of Highly Effective People* (Free Press, 1989)
• Ryan Holiday, *The Obstacle Is the Way* (Portfolio, 2014)
• Practice library of agile leadership practices — related exercises