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Getting Results Without Authority - How Employees Influence Change and Create Power
Getting Results Without Authority - How Employees Influence Change and Create Power
Getting Results Without Authority - How Employees Influence Change and Create Power
Getting Results Without Authority - How Employees Influence Change and Create Power
Getting Results Without Authority - How Employees Influence Change and Create Power
Getting Results Without Authority - How Employees Influence Change and Create Power
Getting Results Without Authority - How Employees Influence Change and Create Power
Getting Results Without Authority - How Employees Influence Change and Create Power
Getting Results Without Authority - How Employees Influence Change and Create Power
Getting Results Without Authority - How Employees Influence Change and Create Power
Getting Results Without Authority - How Employees Influence Change and Create Power
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Getting Results Without Authority - How Employees Influence Change and Create Power

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  • During crises, these are the people who are able to keep that influence conduit open and may even expand it. Most people hate uncertainty, but they tolerate it much better when they can look to a leader who they believe has their back and is calm, clearheaded, and courageous. These are the people we trust. These are the people we listen to.
  • Strength: We’re sure of our own intentions and thus don’t feel the need to prove that we’re trustworthy— despite the fact that evidence of trustworthiness is the first thing we look for in others.People don’t care how much you know, until they know how much you care.Warmth: “spontaneous trait inferences”—the snap judgments we make when briefly looking at faces. Their research shows that when making those judgments, people consistently pick up on warmth faster than on competenceCombined: The traits can actually be mutually reinforcing: Feeling a sense of personal strength helps us to be more open, less threatened, and less threatening in stressful situations. When we feel confident and calm, we project authenticity and warmth
  • Who we are as people determines who we are as leaders
  • Skills – Drives Cross Functional Agility Develops and maintains key strategic partnerships, networks, and alliances that create cross-functional leverage. Develops and drives innovative strategies that foster cross-functional collaboration and efficiencies. Creates and communicates a broad vision that leverages our scale and transcends team and functional boundaries. Acts as a catalyst in building trusting partnerships and alliances across silos; demonstrates empathy for the impact of change Establishes a culture of joint accountability and optimal cross-functional collaboration
  • Optional Questions: What have you found effective to change minds when people are resistant to your ideas?Optional Questions: Are there examples you would like to highlight where we have done this well, or not so well, and what we have learned from them?Are there examples you would like to highlight where we have done this well, or not so well, and what we have learned from them?
  • Transcript

    • 1. October 17–19, 2013 GETTING RESULTS WITHOUT AUTHORITY The Power of Influence
    • 2. Speaker Bio • • • • • • Native of Northern California Identical Twin; Middle of 6 Siblings First Generation Graduate Second Career Landing People Subject Matter Expert Director, Walmart Leverage People Group
    • 3. The Power of Influence The ability to develop and persuasively communicate logical, convincing justifications, including lessons learned, that ensure commitment and support for one’s perspectives and initiatives
    • 4. Balancing Competence & Warmth
    • 5. Balancing Competence & Warmth Strength First Undermines leadership Encourages outward compliance Warmth First Significantly contributes to how others evaluate us Judged before competence Combined Best Practice evidences personal warmth first followed by competence Source: Connect Then Lead; Cuddy, Amy J.C., Kohut, Matthew and Neffinger, John. Harvard Business Review, July/August 2013.
    • 6. Developing and Increasing Trust Prelude Our Brand gets there before we do IQ/EQ Softskill muscle development Connect The need to belong is universal Character Greater good Listen well Sponsorship is key The company we keep reflects our image to the world Solicit feedback on the How Regular selfperception checkups Vertical & Horizontal Authentic Personhood first Warm Faithful
    • 7. Horizontal Capability Model Influence Reward & Recognize Horizontal Capability the ability to effectively workGoal Alignment cross functionally to optimize the productivity loop and drive growth, leverage, and returns. Process Improvement Relationships & Partnerships
    • 8. Guiding Principle: Balance Vertical & Horizontal Vertical Vertical Vertical Example: Customer Focused Example: Influence & Communication Example: Example: Operational Excellence Conflict Resolution Example: Example: Execution & Results Collaboration New leadership capabilities will result from combining vertical strengths with effective horizontal behaviors.
    • 9. What Does Leadership Success Look Like? • Leaders are skilled at working horizontally • Leaders flex influence and communication skills vs. command and control • Leaders don’t neglect the vertical • Leaders are effective listeners • Leaders bring your strategic authentic self • Leaders pursue excellence; set the bar • Leaders never win alone
    • 10. Discussion Questions • Why do we so often underestimate the need for Influence skill building? • Do females have a tendency to be more critical of other female colleagues? • What best practices can you share with the group?
    • 11. Make a Lasting Impression 1. Start with warmth 2. Clearly articulate who you are; but also demonstrate you listen well 3. Clearly articulate how you add total company value 4. Recognize intelligence is just the price of admission; and execution is just table stakes 5. Be easy to help; embrace feedback 6. Be the change you want to see

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