Cssr naf power of positive influence 11 15-08
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Cssr naf power of positive influence 11 15-08 Cssr naf power of positive influence 11 15-08 Presentation Transcript

  • LEADERSHIP TRAINING THE POWER OF POSITIVE INFLUENCE NAF: LEADERSHIP SUMMIT Santa Fe: 11/15/08 © 2008 William R. Bryan. All Rights Reserved.
  • © 2008 William R. Bryan. All Rights Reserved. Except where noted otherwise, the materials in this PowerPoint document (The Power of Positive Influence) are the exclusive property of William R. Bryan and The Center for Secondary School Redesign, Inc. Please direct any questions concerning the use of these materials to: William R. Bryan, Ph.D., Vice President for Leadership and Organization Development, CSSR, 621 Wakefield Street, West Warwick, RI 02893. Tel: 401-965-8345 & email: [email_address] Use of the materials are restricted to NAF member schools. Educational consultants and/or any other individual or organization that would like to use these materials are required to ask for written permission, and may do so by contacting the CSSR office, or by contacting Dr. William Bryan directly.
  • THE POWER OF POSITIVE INFLUENCE © 2008 William R. Bryan. All Rights Reserved. William R. Bryan, Ph.D. Partner and Vice President, CSSR [email_address] 401-965-8345 Jay Midwood Director of Communications & Student Involvement, CSSR [email_address] 401-474-0085 Contact Us: There are various moving elements within effective leadership, and all of us at CSSR are here to help! please feel free to contact us at any time should you have questions regarding any of our materials or services. Throughout the year, CSSR conducts a number of customized institutes and leadership training workshops to assist you and your colleagues in becoming great influencers, and powerful leaders! We can conduct leadership training on-site, and customize it to meet the unique needs of your school or school district. We look forward to hearing from you soon. View slide
  • Purpose
    • To enhance your influence skills to:
    • • Inspire, motivate, and create buy-in for
    • goals and plans
    • • Build leadership capacity
    • To leave with an enhanced understanding of your influence capabilities
    • To leave with a plan for meeting a pressing influence challenge
    © 2008 William R. Bryan. All Rights Reserved. View slide
  • Influence & Competence Peter Principle : “ You rise to your level of incompetence” © 2008 William R. Bryan. All Rights Reserved.
  • Influence & Competence Bryan Principle : “ You rise to your level of your inability to influence” © 2008 William R. Bryan. All Rights Reserved.
  • Roadmap: Leader Influence Model Handout - Page 3 © 2008 William R. Bryan. All Rights Reserved.
  • Session Operating Guidelines • Fast pace • Interactive - participate • Questions - microphones around room • Time management critical - respect directions • Team roles - Leader & Timekeeper © 2008 William R. Bryan. All Rights Reserved.
  • Influence Target Exercise (10 min) • In the left box, list your goals for the session • In the right box, identify an influence challenge you are facing - and list a key person to be influenced • Pick three people at your table to share their results with the whole table Handout - Page 1 © 2008 William R. Bryan. All Rights Reserved.
  • How People Differ © 2008 William R. Bryan. All Rights Reserved. 8. Motives/ Drives 9. Traits 10. Aptitudes 11. Physical Characteris- tics 4. Learning/ Planning Style 5. Values 6. Self-Image 7. Interests 1. Knowledge 2. Technical Skills 3. Basic Interpersonal, Mgmt, or Sales Skills
  • Roadmap: Motives/Drives © 2008 William R. Bryan. All Rights Reserved.
  • Decision Driver Inventory (20 min) Handout - Page 5 © 2008 William R. Bryan. All Rights Reserved.
  • Decision Driver Inventory (cont’d) Handout - Page 6 © 2008 William R. Bryan. All Rights Reserved.
  • Decision Driver Inventory (cont’d) Handout - Page 7 © 2008 William R. Bryan. All Rights Reserved.
  • Motives: Key Points Handout - Page 7 © 2008 William R. Bryan. All Rights Reserved.
  • Motives: Key Points (cont’d) 1. Two types of motives - basic and social 2. Everyone possesses all three social motives - Relationship, Goal, and Influence 3. They are stable parts of the personality 4. Can’t be reduced, but can be displaced 5. They shape perceptions © 2008 William R. Bryan. All Rights Reserved.
  • Motives: Key Points 6. Influence is the most complex motive - two faces • Personalized : self-serving and aggressive • With a Conscience : for the good of the others and the organization 7. It is very easy to arouse negative influence in others 8. Ingrained positive values are necessary to control the use of influence 9. The relationship motive should not be confused with a concern for the well-being of others 10. Motives are a very important element of job fit. © 2008 William R. Bryan. All Rights Reserved.
  • Motives in Action: Examples • Commercials • Factory/Office Work • School Success • Entertainers/Artists • Competition/Sports • Politics © 2008 William R. Bryan. All Rights Reserved.
  • Essence of Leadership “ Leadership is all about touch, not task - the ability to touch hearts, minds, and souls” © 2008 William R. Bryan. All Rights Reserved.
  • 33 GOAL INFLUENCE RELATIONSHIP INDIVIDUAL CONTRIBUTOR SR. LEADER © Bryan Associates, Inc. 2006 Motives: Role/Job Fit © 2008 William R. Bryan. All Rights Reserved.
  • Motives: Role/Job Fit Exercise (10 min) Handout - Page 1 © 2008 William R. Bryan. All Rights Reserved.
  • Roadmap: Values © 2008 William R. Bryan. All Rights Reserved.
  • • Demonstrating concern for the well-being of others • Putting others first • Valuing diversity • Respecting the dignity of each person - even under stress • Demonstrating Honesty, integrity, and authenticity • Accepting accountability for own actions • Giving people a second chance • Not one-upping or putting others down • Rewarding in public and disciplining in private • Fulfilling promises - keeping one’s word • Developing direct reports • Distributing leadership • Sharing the glory - or giving it to others entirely Values: Curbs on Influence © 2008 William R. Bryan. All Rights Reserved.
  • Leader Manager • Influence driven • Values driven • Do the right thing • Create vision • Transformational • Big picture orientation • Destabilize the organization • People focus • Directing and developing others is enjoyable • Goal driven • Task driven • Do things right • Implement vision • Transactional • Tactical orientation • Stabilize the organization • Task focus • Directing and developing others is a chore Difference: Leader Versus Manager © 2008 William R. Bryan. All Rights Reserved.
  • Roadmap: Power Bases © 2008 William R. Bryan. All Rights Reserved.
  • Power Bases: Creating and Using Leverage “ You have no power and influence, other than what is given to you” Why will, or should anyone listen to you? © 2008 William R. Bryan. All Rights Reserved.
  • In Your Control
    • Professionalism and Values
    • Job Competence
    • Skillfull Use of Influence
    • Expertise
    • Source of Information
    • Connection
    • Coalition
    • Reward
    • Discipline
    Power Bases: Creating and Using Leverage © 2008 William R. Bryan. All Rights Reserved.
  • Not In Your Control
    • 10. Personality
    • Similarity
    • Physical Characteristics
    • 13. Resources Owned and Controlled
    • 14. Track Record
    • 15. Reputation
    • 16. Celebrity
    • 17. Position Authority
    Power Bases: Creating and Using Leverage (cont’d) © 2008 William R. Bryan. All Rights Reserved.
  • Handout - Page 2 Power Bases: Leverage Exercise (5 min) • With regard to the person you wish to influence, in the first column, list what the power bases you posses that could be effective with this person. • What additional power bases do you need to develop and apply to be Effective with this person © 2008 William R. Bryan. All Rights Reserved.
  • Roadmap: Power Bases © 2008 William R. Bryan. All Rights Reserved.
  • How People Differ © 2008 William R. Bryan. All Rights Reserved. 8. Motives/ Drives 9. Traits 10. Aptitudes 11. Physical Characteris- tics 4. Learning/ Planning Style 5. Values 6. Self-Image 7. Interests 1. Knowledge 2. Technical Skills 3. Basic Interpersonal Mgmt, or Sales Skills
  • Influence Skills Toolkit © 2008 William R. Bryan. All Rights Reserved.
  • Handout - Page 10 © 2008 William R. Bryan. All Rights Reserved.
  • Roadmap: Leader Influence Model © 2008 William R. Bryan. All Rights Reserved.
  • How to Become More Influential • Read autobiographies of powerful people • Read books with a strong power theme • Observe those people who are good at connecting with and motivating others • Look at every individual or group interaction as an opportunity to influence • Pre-plan and debrief key interactions for influence opportunities • Keep an influence log/diary • Create influence goals and plans, and rehearse © 2008 William R. Bryan. All Rights Reserved.
  • Handout - Page 2 Proactive Influence: How are you Going to Make a Difference?!!! (10 min) © 2008 William R. Bryan. All Rights Reserved.
  • THE POWER OF POSITIVE INFLUENCE © 2008 William R. Bryan. All Rights Reserved. William R. Bryan, Ph.D. Partner and Vice President, CSSR [email_address] 401-965-8345 Jay Midwood Director of Communications & Student Involvement, CSSR [email_address] 401-474-0085 Contact Us