That’s why a lot of companies only promote after demonstrating a track record of performing at the next level.

It can also be an argument for secret levels. Although I’m not sure how useful that really is in practice.

For someone who does well at influence, it’s not a mandate, it’s permission to spend some time on the nontechnical factors that are necessary to make your work turn out better. And that also means helping others who have good ideas but aren’t comfortable with the influence part themselves.