CMI CQI Influencing Skills 27 Jan2011

1,348 views
1,293 views

Published on

Stellar Consulting presentation at the CMI C&W Influencing Skills event 27Jan11

0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,348
On SlideShare
0
From Embeds
0
Number of Embeds
143
Actions
Shares
0
Downloads
54
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

CMI CQI Influencing Skills 27 Jan2011

  1. 1. Chartered Management Institute Chartered Quality InstituteInfluencing Skills forLeading Change andTransformationDebbie RyndaStellar Consulting Ltd27 January 2011
  2. 2. Born to influence?! Page: 1
  3. 3. “The old crutchof authority isreplaced todayby a newleader’s ability tomakerelationships,use influenceand workthrough othersto get results.” Page: 2
  4. 4. Page: 3
  5. 5. Page: 4
  6. 6. How does influencing playinto Leading Change and Transformation? Page: 5
  7. 7. Leadership: Future, Engage, Deliver Future: setting the vision and inspiring Being smart enough to decide what needs to be doneLeadership and artistic enough to paint compelling images of both the destination and the nature of the journey Engage: motivate others Being a good enough salesperson to enroll others to the vision, the journey and the team Deliver: keeping up momentum to implement Having enough self-motivation, people skills and problem-solving abilities to keep the team and individuals energised and on courseAdapted from Steve Radcliffe – Future Engage Deliver and Max Landsberg – The Tao of Motivation Page: 6
  8. 8. The Basics: Winning Friends andInfluencing People Page: 7
  9. 9. Dale Carnegie’s workemphasises people skills Help people to like us Win people over Avoid offending them Page: 8
  10. 10. Behaviours that help people to like usBe genuinely interested in other peopleSmileRemember the person’s nameBe a good listener.Talk in terms of the other person’s interestsMake the other person feel important Page: 9
  11. 11. Winning people over (1)To get the best of an argument - avoid itShow respect for other person’s opinionsIf you are wrong admit it quickly andemphaticallyBegin in a friendly wayGet the other person saying ‘yes, yes’immediatelyLet the other person do a great deal ofthe talking Page: 10
  12. 12. Winning people over (2)Let the other person feel that the idea is his or hersSee things from the other person’s point of viewBe sympathetic with the other person’s ideasAppeal to the nobler motivesDramatise your ideasThrow down a challenge Page: 11
  13. 13. How to avoid offending Begin with praise and honest appreciation Talk about your mistakes before criticising others Ask questions instead of giving direct orders Let the other person save face Make the other person happy about doing the thing you suggest Page: 12
  14. 14. Influencing skills are associatedgenerally with workplace success Managers who are versatile in how they influence and work with others are: 27% better at leading teams 25% better at coaching others 22% better at managing conflict 22% better at securing the commitment of their direct reports 19% more likely to be promotedResearch by Tracom Group and others Page: 13
  15. 15. A robust influencing approach 1. Assume all are potential allies 2. Clarify your goals and priorities 3. Diagnose the world of the other person 4. Identify relevant currencies, theirs, yours 5. Dealing with relationships 6. Influence through give and takeSource: Bradford & Cohen, BabsonResearch Page: 14
  16. 16. Influencing without authority can be achieved through “currencies” of influenceBradford & Cohen’s Currencies Maslow’s Hierarchy of Needs Inspiration-Related Self Actualisation Position-Related Status Relationship-Related Belonging Personal-Related Security Task-Related Survival/ResourcesSource: Bradford & Cohen Page: 15
  17. 17. New Resources Information Challenges Task-RelatedRapid Response Assistance Backing Page: 16
  18. 18. Gratitude Involvement Personal-RelatedSelf-worth Comfort Page: 17
  19. 19. Understanding Acceptance Relationship-Related Caring Page: 18
  20. 20. VisibilityRecognition Reputation Position-Related Insiderness Contacts Page: 19
  21. 21. Vision Inspiration-RelatedExcellence Moral correctness Page: 20
  22. 22. A robust influencing approach 1. Assume all are potential allies 2. Clarify your goals and priorities 3. Diagnose the world of the other person 4. Identify relevant currencies, theirs, yours 5. Dealing with relationships 6. Influence through give and takeSource: Cohen & Bradford, BabsonResearch Page: 21
  23. 23. Building Personal Relationships Limited Success Implementation Easy Difficult Ease of ± Low High ValueRational Approach Coercive Approach Page: 22
  24. 24. Measurably More Successful “You know we “You have known and I areeach other for a both…. long time….” Relationship-Building Approach Page: 23
  25. 25. Relationships to Results Pyramid Results Actions Opportunities & Priorities Ideas and Possibilities Relationships Page: 24
  26. 26. Relationships to Results Pyramid Results Actions Opportunities & Priorities Ideas and Possibilities Relationships Page: 25
  27. 27. Shadow and LightPeople arrive in your space and beforea word is spoken, you can feeldifferent. Each of us shines our LIGHT and casts a Shadow. Page: 26
  28. 28. A robust influencing approach 1. Assume all are potential allies 2. Clarify your goals and priorities 3. Diagnose the world of the other person 4. Identify relevant currencies, theirs, yours 5. Dealing with relationships 6. Influence through give and takeSource: Cohen & Bradford, BabsonResearch Page: 27
  29. 29. But there are limits to reciprocity Frequent, moderate positive exchanges increase social status, trust & influence High imbalances cause resentment Research at Stanford Page: 28
  30. 30. What is Your preferred style of Influencing? Page: 29
  31. 31. An Influencing Model – 4 typesVisionary ConductorGuardian Harmoniser Page: 30
  32. 32. Interactive exercise See the handouts Fully describe to your partner what you like to receive when being influenced. Look for the differences between you. Page: 31
  33. 33. Point to your typeVisionary ConductorGuardian Harmoniser Page: 32
  34. 34. Influencing groups of peopleFive score years ago, a great American, in whosesymbolic shadow we stand today, signed theEmancipation Proclamation........We have also come to this hallowed spot to remindAmerica of the fierce urgency of Now. This is notime to engage in the luxury of cooling off or totake the tranquilising drug of gradualism.I have a dream that one day this nation will rise upand live out the true meaning of its creed: "Wehold these truths to be self-evident, that all menare created equal.”I have a dream that my four little children will oneday live in a nation where they will not be judgedby the colour of their skin but by the content oftheir character. Page: 33
  35. 35. Our Chairman will now dance hisvision for the transformation ofour company. Page: 34
  36. 36. Leadership: Future, Engage, Deliver Future: setting the vision and inspiring Being smart enough to decide what needs to be doneLeadership and artistic enough to paint compelling images of both the destination and the nature of the journey Engage: motivate others Being a good enough salesperson to enroll others to the vision, the journey and the team Deliver: keeping up momentum to implement Having enough self-motivation, people skills and problem-solving abilities to keep the team and individuals energised and on courseAdapted from Steve Radcliffe – Future Engage Deliver and Max Landsberg – The Tao of Motivation Page: 35
  37. 37. Q&A Page: 36
  38. 38. Guardians This is a timeless wisdom that you are aiming to leadand influence in a way that isrepeatable again & again – so that others benefit from yourconsistent leadership through change. Page: 37
  39. 39. ConductorsPut it into practice AND flex it for the change that goes on every day. Get on and use it pragmatically in the leadership role you have. Page: 38
  40. 40. Harmonisers You have the inherent style toaddress what some call "conflict" when it is really a lack ofunderstanding because the people are just not getting what each other are saying. The job for youas a leader of change is to enable others to have influence. Page: 39
  41. 41. Visionaries As you look to the future,leaders and managers like you move more to the core of change in businesses. You have an obligation to becomebetter at influencing and being influenced. Page: 40
  42. 42. Influencing Skills forLeading Change andTransformationThank you.If you want a copy of the slides, drop yourbusiness card on the table.Debbie RyndaStellar Consulting Ltd27 January 2011

×