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Tech Ed 2009   Creating Strategic Influence On Stake Holders
Tech Ed 2009   Creating Strategic Influence On Stake Holders
Tech Ed 2009   Creating Strategic Influence On Stake Holders
Tech Ed 2009   Creating Strategic Influence On Stake Holders
Tech Ed 2009   Creating Strategic Influence On Stake Holders
Tech Ed 2009   Creating Strategic Influence On Stake Holders
Tech Ed 2009   Creating Strategic Influence On Stake Holders
Tech Ed 2009   Creating Strategic Influence On Stake Holders
Tech Ed 2009   Creating Strategic Influence On Stake Holders
Tech Ed 2009   Creating Strategic Influence On Stake Holders
Tech Ed 2009   Creating Strategic Influence On Stake Holders
Tech Ed 2009   Creating Strategic Influence On Stake Holders
Tech Ed 2009   Creating Strategic Influence On Stake Holders
Tech Ed 2009   Creating Strategic Influence On Stake Holders
Tech Ed 2009   Creating Strategic Influence On Stake Holders
Tech Ed 2009   Creating Strategic Influence On Stake Holders
Tech Ed 2009   Creating Strategic Influence On Stake Holders
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Tech Ed 2009 Creating Strategic Influence On Stake Holders

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  • 1. Ranganathan S Executive Coach & Corporate Mentor SymIndia Training & Consultancy Pvt. Ltd. Email: ranga@symindia.com Cell: +91‐98450 21702 www.symindia.com 1
  • 2. I am always ready to Learn… though, g , I am NOT always as ready to be Taught!! Agenda Why Influence—A Model Strategic Influence—A Demo Thought Patterns of an Influencer Effective Influence—A Demo Stake‐holder Profiles and Needs www.symindia.com 2
  • 3. Realities Technology has become just a TOOL Management Bandwidth has become just a TOOL Across levels, each one has to become a Solution-Provider Lack of Knowledge/Skills cannot be an Excuse anymore (thanks to W W W) Global slow down and its impact… ce Influenc Politicians S Stars Poor Souls Scavengers Competence www.symindia.com 3
  • 4. ce Politicians Stars Influenc So What? E f f o r t !! Scavengers S Poor S l P Souls Should I? Contended? Competence Key Focus Area “Strategic Influencing” www.symindia.com 4
  • 5. Gandhi G dhi Where to Focus? OUR SIDE STAKE-HOLDER SIDE Revenue (Top Line) Revenue (Top Line) Minus Minus Costs (Middle Line) Costs (Middle Line) q Equals Equals Profits (Bottom Line) Profits (Bottom Line) www.symindia.com 5
  • 6. “Influencing” f g Purpose Technical Competence “Influencing” Courage Conviction Facts/Logic Emotion www.symindia.com 6
  • 7. Thought Patterns Have we Understood and Analyzed our own Thought Patterns Initiative I cannot do anything unless I am  y g told to …  y g I can do anything unless I am told  Not to … www.symindia.com 7
  • 8. Aspiration What is the best I can do with  what I have What do I want to do and How do I  get what I Don’t have Competition People are my Competitors and I  p y p have to compete with them p y People are my Collaborators and I  must compete with Myself www.symindia.com 8
  • 9. Change People have to Change, for me to  p g , Change g , p p I have to Change, for people to  Change Larger Picture I am Just a Piece in the Larger  g Scheme of things g I am a Critical Piece in the Larger  Scheme of things www.symindia.com 9
  • 10. Assumptions Negative Positive Assumptions Assumptions Seeking Information Seeking Permission / Seeking Decision Information www.symindia.com 10
  • 11. Proposal Expressing Making A A Desire Proposal Accountability Creating Popularity Accountability www.symindia.com 11
  • 12. Conflicts Productive Harmony Conflicts Lagaan www.symindia.com 12
  • 13. “Influencing” f g Multiple Stake-holders Analyst Gate Keeper Influencer PROFILES Coach/Friend Catalyst End User Decision Maker www.symindia.com 13
  • 14. Parameters Degree of Information Need Degree of Information Sought l / f l Formality/Informality in Interaction Interaction Location Interaction Mode Frequency of Interaction Intensity of Interaction Focus of Interaction (transaction, person, goal, results…) Data‐based/Emotion‐based Interaction Inside/Outside System Group‐mode / Individual‐mode ce Influenc Politicians S Stars Poor Souls Scavengers Competence www.symindia.com 14
  • 15. Summary Why Influence—A Model Strategic Influence—A Demo Thought Patterns of an Influencer Effective Influence—A Demo Stake‐holder Profiles and Needs www.symindia.com 15
  • 16. Ranganathan S Executive Coach & Corporate Mentor SymIndia Training & Consultancy Pvt. Ltd. Email: ranga@symindia.com Cell: +91‐98450 21702 Ranganathan S Executive Coach & Corporate Mentor SymIndia Training & Consultancy Pvt. Ltd. Email: ranga@symindia.com Cell: +91‐98450 21702 www.symindia.com 16
  • 17. © 2009 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation.  Because Microsoft must respond to changing market conditions, it should  not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation.  MICROSOFT MAKES NO WARRANTIES, EXPRESS,  IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION. www.symindia.com 17

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