Convincing the bear - Influence without authority After hiking towards a glacier in Denali National Park Alaska, we were making camp near a small lake. Suddenly I heard my friend saying “Michael there’s a bear here, it is on this side of the lake”. And there he was, a ‘young’ 200 Pound Grizzly no more than 10 feet away… Influencing a bear in the Alaskan outback is quite similar to handling the bears or rather stakeholders of the modern organization – both have their own agenda, and will have you for lunch if they think it serves their interests and appetites. In this presentation we learn best practices for leading and influencing without authority, including the three essentials model: stakeholder leadership, team orientation and individual adjustment. Do you have the proper toolset to influence the bears when you lack the authority? After Michael’s presentation you will be able to: • Use your personal power to lead and influence without authority • Align your leadership with the team situation • Make individual adjustments to influence through difficult project and business situations

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Bear in Mind
Influence without Authority
PMI Kentuckiana chapter,
17th November 2015
Michael Nir
President Sapir Consulting
All rights reserved to
Sapir Consulting

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Michael Nir
• President @ Sapir Consulting LLC - M.Sc. PMP® SAFe®
• Author of 11 bestselling business books
• Global clients - telecoms, hi-tech, software development,
R&D environments and petrochemical & infrastructure
• Integrates the hard and soft parts of Business &
Development
• Hooked on mountain biking
Objectives
 To depict best practices for winning influence
without authority
 To impart you with practical methods to increase
your personal influence power

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Are we effective
Influencers?
Where do you need
to influence when
you lack authority?
Discuss with the person next to you

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Confusion and conflict is inherent,
Influence without authority - necessity
MATRIX: LIMITED RESOURCES AND KNOWLEDGE SHARING
That’s because the modern organization is
sometimes like handling bears

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During a face to face encounter the bear is
always right
SIMILAR TO OUR WORK PLACE
Confusing guidelines
DENALI NATIONAL PARK – BEAR GUIDELINES

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Matrix Life Saving Rules
LET’S RE-WORD A BIT
Bill or Lauren from Finance
Know Thy Bear

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Know Thy Bear
The people we work with in the matrix decide
whether to collaborate much like bears in the wild
OMNIVORES BEARS IN THE MATRIX

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10%
50%

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3 Fundamentals : Stakeholder management,
Leadership approach, Influence style
INFLUENCE WITHOUT AUTHORITY MODEL
Essential elements for influence without
authority
 Sitting on the fence
 Identifying the cake
 Focus in influence circle
 Influence strategy -
liking
STAKEHOLDER MANAGEMENT - KEY CONCEPTS

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We tend to engage in conflict with the
naysayers instead of investing in the allies
STAKEHOLDER MODEL
Trust
Agreement
AlliesAccomplices
OpponentsAdversaries
Fence-Sitters
Stakeholders view the same topic from
various perspectives
STAKEHOLDER PERSPECTIVE

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Stakeholder A emphasize payment terms…
STAKEHOLDER PERSPECTIVE
Stakeholder B emphasize quality...Focus –
What is in it for me - WIIFM
STAKEHOLDER PERSPECTIVE

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What you can do with what you have,
rather than what you can’t with not
COVEY 7 HABITS
I can’t do this because
you didn’t give me that
I can do this if you give
me that
People by and large are social beings…not
resources
LIKING - INFLUENCE STRATEGIES
 Liking can be based on
many things!
• Shared interests
• Shared ideas, ethics
• Shared experiences
• Active listening
• Friendship and trust

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Manage perceptions and create
coalitions
BEARS IN THE MATRIX
How to manage and lead Stakeholders
SUMMARY OF CONCEPTS
 Identify the stakeholders
 Assess: Allies, Opponents,
Fence sitters, Accomplices
 Construct method for
leading the ‘on the fence’
 Focus in influence circle
 Think – Liking

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How to identify great influence and
collaboration - example
TEAM WORK
3 Fundamentals : Stakeholder management,
Leadership approach, Influence style
INFLUENCE WITHOUT AUTHORITY MODEL

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Essential elements for influence without
authority
LEADERSHIP APPROACH - KEY CONCEPTS
 Qualities of a leader
 Situational leadership
 Listening and
coaching
Concepts about what makes a leader
have been changing
LEADERSHIP THEORIES
 Great man & Trait
 Participative,
transactional,
transformational
 Situational & Contingency

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3871 executives globally – six distinct
leadership styles with defined impacts
SITUATIONAL LEADERSHIP
Affiliative – people
come first
Coacher – try this
Coercive - do
as I tell you Authoritative –
come with me
Pace setter –
do as I do
Democratic - What do
you think?
Most can easily master 2 styles – grow
your inventory
D. GOLEMAN – LEADERSHIP THAT GETS RESULTS – QUANTIFIABLE
Innovate
To organization
People set
Per. feedback
Mission values
To purpose

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Personal Styles
5-34
Expanding the repertoire is based on
emotional intelligence
QUESTIONS TO DEVELOP ACTIVE LISTENING (&COACHING)
 If I understand correctly….
 So, what you are suggesting is…
 What would you like to see?
 What is your intake on…
 What do you think is possible?
 How do you recommend to
proceed?

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How to increase your leadership aptitude
SUMMARY OF CONCEPTS
 Which is your preferred
leadership style?
 Which style you can
otherwise master?
 Increase your active
listening expertise – be
aware.
An example of passive listening
WHO’S ON FIRST

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3 Fundamentals Stakeholder management,
Leadership approach, Influence style
INFLUENCE WITHOUT AUTHORITY MODEL
Essential elements for influence without
authority
 Communication styles
 Influence style
INFLUENCE STYLE - KEY CONCEPTS

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Same Same but different
THINKING STYLE DIVERSITY
 Based on our own emotional and cognitive
experience we tend to think that others have
identical thinking patterns
 We could not be more wrong
 Our individual communication patterns are based
on personal specific experiences, emotions,
thoughts, preferences and more
Adapt your communication style to
increase your influence without authority
FOUR DOMINANT STYLES – PREDICTIVE MODEL
Process –
Facts, Data
People –
Needs, Values
Action –
Objective
Idea –
Concepts, Creativity
Directive
Responsive
High Assertiveness,
control, force
High Sensitivity,
feelings, relationship

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People style – building understanding
 Energy – moving with, empathetic
 Actions – sharing, listening
 Outcome – understanding
 Key words – people, needs, sensitivity,
relationships, beliefs, co-operation,
team spirit
 Cultures – Asia, Japan, social
professions, HR, health and education
OVERVIEW
Process –
Facts, Data
People –
Needs, Values
Action –
Objective
Idea –
Concepts,
Creativity
Directive
Responsive
Idea style – building cooperation
 Energy – moving together, inspiring
 Actions – connecting, envisioning
 Outcome – cooperation
 Key words – concepts, innovation,
potential, creativity, possibilities
 Cultures – France, R&D, project
leadership, younger generation (why are
we doing it, asking questions as a norm)
OVERVIEW
Process –
Facts, Data
People –
Needs, Values
Action –
Objective
Idea –
Concepts,
Creativity
Directive
Responsive

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Process style – building solution
 Energy – moving at, debating
 Actions – proposing, reasoning
 Outcome – solution
 Key words – facts, details, procedure,
observation, proof, planning, analysis
 Cultures – central Europe, engineering,
accounting, oil and chemicals,
government, manufacturing, pharma
OVERVIEW
Process –
Facts, Data
People –
Needs, Values
Action –
Objective
Idea –
Concepts,
Creativity
Directive
Responsive
Action style – building deal
 Energy – moving against, bargaining
 Actions – demanding, exchanging
 Outcome – deal
 Key words – results, objectives,
performance, deals, challenges,
decisions
 Cultures – US, Australia, sales, retail,
consumer goods, senior managers
OVERVIEW
Process –
Facts, Data
People –
Needs, Values
Action –
Objective
Idea –
Concepts,
Creativity
Directive
Responsive

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Influencing the styles – the Z model
Agree the facts –
Process
Work out what logic suggests –
Process
Discuss the different
possibilities –
Idea
Check out potential
people's reactions – People
Recommend a course of
action – Action
How to influence the styles
SUMMARY OF CONCEPTS
 Identify your style
 Notice your word selection
 Analyze your stakeholders
perceived preferences
 Use Z model for
influencing diverse
audiences

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3 fundamentals : Stakeholder management,
Leadership approach, Influence style
INFLUENCE WITHOUT AUTHORITY MODEL
10%

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50%
Next steps
SUMMARY
 Analyze your preferences…
 Chose one/two concepts
 What would you do differently?
 Plan how to use it, ask for support
 Ask for coaching

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This specimen is not to be confused, and
found only in hierarchical environments
Thank you!
I wish you success in
influencing and leading the
bears of your organization
cs.com-m.nir@sapir

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Influence is the process
Power is the resource
DEFINITIONS
 Influence – the process of using power to get someone
to do something
 Leadership – the capacity to enlist the aid and support of
others, in the accomplishment of a common task
 Authority – the power or right to give orders, make
decisions, and enforce obedience
When style is appropriate 1

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When style is appropriate 2
Matrix Blues
 I don’t know what they do or how to get them involved.
 I have one boss who says I should focus on ‘X’ and another who says focus on ‘Y’
 No one knows who is responsible any more.
 How do I get things done when all of my team reports to a different manager?
 I have the responsibility for the project completion but I don’t control any of the re
sources.
 The project team is located on 3 different continents and time zones so that there
is no time when we are all in our offices at the same time. Yet
 efficient communication is the key to our success. How do you make that work?

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The ladder of inference
Chris Argyris - Harvard
Generations
Building highly effective teams
 Baby boomers: (born 1946-1964)
 Team working style - Teamwork is about “pulling together” and “team spirit”
Team meetings are scheduled at key points in the project (a planned
approach).
 Value/style in teams - Must have common purpose, values, goals etc. It’s
important that people “fit”.

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Generations
Building highly effective teams
 Gen X: (born 1964-1980)
 Team working style- Value the unique contributions that people can make.
Team meetings are scheduled at key points in the project (a planned
approach).
 Value/style in teams - Realize that diversity is good but sometimes struggle
with it. Like the networking aspects of team-working.
Generations
Building highly effective teams
 Gen Y: (born 1981-2000)
 Team working style - Trust and openness is paramount. Want team meetings
only when they are needed – little and often.
 Value/style in teams - Likes to know the bigger picture, purpose. Diversity is
exciting and challenging to them – it’s an opportunity to learn. Status not an
issue – they speak to the „person‟ not the „position‟.
 Their concerns/weaknesses - Can appear too „random‟ for Boomers and Xers
and may need to receive coaching on project planning and formal feedback
mechanisms. Can appear to be disrespectful to more senior team member.