MedRecruit Leadership Programme - 4 - Influence

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Influence should not be mistaken for manipulation; influence is helping people want to do what needs to be done to get the best outcome.

To watch this presentation visit: http://youtu.be/78QrBRD95WA

In this presentation, MedRecruit's Managing Director, Dr Sam Hazledine, explains how to help people want to do what needs to be done to achieve the best outcomes for all parties involved.

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MedRecruit Leadership Programme - 4 - Influence

  1. 1. LEADERSHIP  DEVELOPMENT  PROGRAMME  Session  Four:    Influence  for  Leaders      
  2. 2. Leadership  Vs.  Management  •  From  Leaders:  Strategies  for  Taking  Charge  (Bennis  and  Nanus)  – Managing:  to  bring  about,  to  accomplish,  to  have  charge  of  or  responsibility  for,  to  conduct.  – Leading:    influencing,  guiding  in  direcAon,  course,  acAon,  opinion.  •  EssenAal  to  leadership  and  management  is  the  capacity  to  influence  – GeDng  people  to  want  to  do  things,  without  using  control  
  3. 3. Today  •  What  is  influence?  •  Macro  influence  for  leaders  •  Micro  influence  for  leaders  •  IntegraAon  
  4. 4. Influence    •  Helping  people  to  want  to  do  what  needs  to  be  done  to  get  the  best  outcome    It’s  not  manipula>on  –  difference  is  intent  
  5. 5. How  do  you  influence?  •  Macro  –  overall  direcAon      •  Micro  –  specific  interacAons      
  6. 6. Macro    •  Vision,  mission,  strategy  •  Align  in  a  common  direcAon  •  Focus  people’s  energy  •  Help  people  prioriAse  •  Lead  by  example  –  set  the  standard    
  7. 7. Micro  •  Day-­‐to-­‐day  influence  •  The  authority  on  this  is  Cialdini  and  his  book  Influence:  The  Psychology  of  Persuasion    •  Six  principles:  –  Reciprocity  –  Commitment  and  Consistency  –  Social  Proof  –  Authority  –  Liking    –  Scarcity  
  8. 8. 1  -­‐  Reciprocity  •  Humans  feel  obliged  to  repay  debts  –  we  are  hard-­‐wired  in  this  respect  because  we  feel  uncomfortable  being  indebted  to  others  •  Give  to  get  –  give  what  you  want  •  IdenAfy  your  objecAves  and  what  you  want  from  the  other  person,  then  idenAfy  what  you  can  give  them  •  E.g.  If  you  help  out  a  team  member  when  they  are  busy  they  might  feel  more  obliged  to  support  your  idea  for  creaAng  your  team  vision  
  9. 9. 2  –  Commitment  and  consistency  •  We  have  a  deep  desire  to  be  consistent  –  once  we  have  commiXed  to  something  then  we  are  more  inclined  to  go  through  with  is  •  Engage  with  your  team  from  the  start  with  new  ideas,  get  their  buy  in  and  commitment  at  that  point  to  supporAng  the  iniAaAve  •  Get  commitment,  verbal  or  wriXen,  as  early  as  possible  •  Ask  ‘Are  you  on  board  with  this?’,  ‘Can  I  count  on  you?’  –  ‘yes’  is  a  commitment  
  10. 10. 3  –  Social  Proof  •  Relies  on  people’s  ‘safety  in  numbers’  –  if  lots  of  people  are  doing  it  we  assume  it’s  OK  •  Leading  by  example  •  ParAcularly  useful  if  someone  is  uncertain    •  E.g.  Your  team  are  more  likely  to  adopt  a  new  process  when  you  can  demonstrate  others  are  using  it  with  success  
  11. 11. 4  –  Liking  •  We  are  more  likely  to  be  influenced  by  people  we  like  •  Ways  to  be  liked  – Similar  or  familiar  – Compliments  – Trust  •  But  don’t  try  too  hard  to  be  liked  
  12. 12. 5  –  Authority  •  We  feel  a  sense  of  duty  or  obligaAon  to  people  in  authority  •  Ways  to  gain  authority  –  Job  Atles  –  Clothing  –  Accessories  (cars  and  gadgets)  –  AcAng  professionally    –  Expert  •  E.g.  Share  knowledge  with  a  junior  team  member  and  be  the  expert  and  they  are  more  likely  to  be  influenced  by  you  
  13. 13. 6  –  Scarcity  •  Things  are  more  aXracAve  when  their  availability  is  limited  •  Limited  Ame,  limited  number,  terms  changing  •  Use  urgency:    highlight  possible  urgent  consequences  of  the  problem  your  idea  helps  to  solve  
  14. 14. Influencing  with  integrity  •  These  are  powerful  tools  •  MoAve  maXers  •  Your  good  reputaAon  takes  a  long  Ame  to  build,  and  seconds  to  destroy    
  15. 15. IntegraAon  1.  Decide  2.  Macro  –  powerful  with  new  brand  –  Vision  for  your  team  3.  Micro  –  master  two  weekly  –  Reciprocity  –  Commitment  and  Consistency  –  Social  Proof  –  Authority  –  Liking    –  Scarcity  4.  Assess  results,  adjust  approach  5.  Constant  and  never-­‐ending  improvement    
  16. 16. “Think twice before you speak,because your words and influence willplant the seed of either success orfailure in the mind of another.”Napoleon Hill

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