You've been told you need to develop your influencing skills.
Which is why you need influence training right? You are treading a well-worn path.
Sadly, it is a path which often leads to disappointment, and the recurrence of your "training need" at your next appraisal, and probably the one after that.
A key part of the problem is that most people don't know the critical elements of influencing skill which make the difference.
Influencing skills usually get described along the lines of...

• Building self-awareness of strengths and weaknesses.
  
• Understanding the motivations of others.
  
• Listening and building empathy with others.
  
• Building persuasive arguments and applying influencing techniques.
  
• Creating a strong first impression.
  
• Communicating with passion and inspiring others.
  
• Adapting behaviour and building rapport.
  
• Building and developing trusting relationships.
  
• Negotiating and bargaining to gain buy-in.
  
• Handling opposition and managing conflicting agendas.
  

From the research we have done, and our own experience of helping thousands to become more influential, all of the above (and more besides) are usually already available at sufficient levels in the skillsets of middle to senior managers.
There is nothing wrong with any of the above, except that you probably are already good enough at it.
When you look at most training courses, they diligently develop on the skills above without realising that you don't need it.
From our experience of helping thousands of managers to become more influential, the skills which are usually lacking in middle to senior managers include...

1. The ability to define exactly what they want to change what influence they want to create.
   
2. Analysing the political environment in which they operate and how group decision making is functioning.
   
3. Building a credible and useful power base, progressively over time.
   
4. Creatively adapting to harmonise with the conflicting agendas in play.
   
5. Engaging in the power dynamics as they ebb and flow around their projects and role.
   
6. Elevating their influence focus from the task at hand to the bigger picture initiatives.
   
7. Designing and developing influencing campaigns to meet their strategic objectives.
   

The difference between the two lists is essentially short-term vs.
long-term orientation, tactical vs.
strategic.
Developing your longer-term strategic influencing skills is by far the quickest route to success.
To be totally frank, most people who have a modest level of the tactical skills can excel if they are great at the strategic influencing.
In fact, take a look above in your organisation and see what skills they have if you need any more convincing!