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  1. 1. Influencing<br />
  2. 2. Planningtoinfluence<br />Open versus hidden influence<br />2<br />Hidden influenceworks well in theseareas:<br /><ul><li>Culture
  3. 3. Changingan imageorbehaviour
  4. 4. Alteringattitude
  5. 5. Networking
  6. 6. Communicating non-verbally
  7. 7. Developingandmaintainingrapport
  8. 8. Nurturingrelationships
  9. 9. Cousellingothers
  10. 10. Actingas a mentor
  11. 11. Maintainingcustomerrelations
  12. 12. Usingmetaphorandanalogy</li></ul>Open influencecanbeseen in:<br /><ul><li> Meetings
  13. 13. Presentations
  14. 14. Sales conversations
  15. 15. Debatesanddiscussions
  16. 16. Change Management
  17. 17. Reports
  18. 18. Proposals
  19. 19. Negotiations
  20. 20. Performance Management
  21. 21. Process Management</li></li></ul><li>Whatmakes an effectiveinfluencer?<br />3<br />I ndicate the benefits of your ideas<br />N eutralize resistance, preferably in advance<br />F ind alternative ways to influence others<br />L isten attentively to what others say<br />U ncover needs and wants<br />E mpathize continuously<br />N otice how others respond<br />C reate and maintain rapport throughout<br />E liminate weak statements from your language<br />R ehearse, rehearse, rehearse<br />
  22. 22. Knowingwhatyouwant<br />4<br />Seeking areas of mutual agreement and amplifying these will automatically help you to minimize points of disagreement.<br />DIS AGREE MENT<br />
  23. 23. 5 easy stepstoinfluence<br />1. Gain rapportBe on their level; recognize their beliefs and values; match their behavious patterns and blend your personality characteristics with theirs.<br />2. Ask questionsElicit needs and different responses; probe to identify their motives, attitudes and feelings.<br />3. Listen activelyDemonstrate that your are listening; listen with all your sendes; suspend judgement.<br />4. Stress pertinent benefitsSummarize how specific benefits of your proposal accurately reflect their needs.<br />5. Work towards a decisionAsk questions which will force a decision (or rejection); test interest through hypothetical questions; make positive statements which assume their acceptance.<br />5. Decision<br />4. Benefits<br />3. Listen<br />2. Questions<br />1. Rapport<br />5<br />
  24. 24. Influencingstyles<br />6<br />autocratic, push<br />collaborative, pull<br />logical<br />emotional<br />assertive<br />passive<br />sales<br />bargaining<br />The<br />approach<br />
  25. 25. Influencingstyles<br />The autocratic, push approach<br />7<br />Use the push style when:<br />You are looking for a quick response<br />You seek only short-term commitment<br />You are happy to check up and follow through<br />This approach works best when supported by power, authority, age, knowledge or wisdom. Resistance or objections are minimized. You tell others what you want them to do.<br /> Health warning: Autocracy can be a high-risk strategy. It may result in a feeling of ‚You won, I lost‘.<br />
  26. 26. Influencingstyles<br />The collaborative, pull approach<br />8<br />Use the pull style when:<br />You want to maintain long-term influence with others<br />You seek a high level of commitment<br />You have no time to enforce the outcome<br />This approach works successfully without you having any power or autority.<br /> Health warning: Democracy takes time and can result in watered down solutions. Remain consistently collaborative. Don‘t give up too early. Avoid imposing too many parameters or conditions – these will create frustration in others.<br />
  27. 27. Influencingstyles<br />The logical approach<br />9<br />You use clear, logical, unassailable arguments, supported by proof.<br />Use logic when:<br />The other person demands evidence and lots of details<br />You are prepared to do your homework<br />You are prepared to wait for a reaction<br />This approach works best when the other person is a logical, linear thinker. Avoid exaggeration and unnecessary emotions. Offer instead facts and figures.<br /> Health warning: You may find this style long-winded and frustrating. You may be even forced to put it in writing. Allow time to prepare your argument, time to explain it, time to wait for a reaction.<br />
  28. 28. Influencingstyles<br />The emotional approach<br />10<br />Use your natural charm, charisma or enthusiasm.<br />Use emotion when:<br />You want others to feel part of an exciting project<br />You want to fire up someone‘s motivation<br />You are truly enthusiastic about an idea<br />This approach works well when your influence becomes a genuine extension of your own feelings and beliefs. Appealing to the long-term effect of your ideas, you will reinforce their continuing value.<br /> Health warning: Emotional appeal carries risk. It can leave a nasty taste in the mouth. Painful memories linger on.<br />
  29. 29. Influencingstyles<br />The assertive approach<br />11<br />You ask directly, clearly and confidently for what you want, or don‘t want.<br />Be assertive when:<br />You want to influence autocratic people, bullies, stick-in-the-muds<br />You want to influence behaviors<br />You need to act and initiate, rather than react<br />Assertiveness can have a lasting effect, especially on those who at least expect it from you. Any resistance is met by your persistence.<br /> Health warning: None. Assertive influence carries little or no risk.<br />
  30. 30. Influencingstyles<br />The passive approach<br />12<br />You wind the day by being submissive, by not overly influencing.<br />Remain passive when:<br />You want to influence others through personal demonstration<br />You want to avoid unhelpful confrontation<br />You have tried all the other approaches<br />As you quietly demonstrate desired behaviors, others can see for themselves the value in following your lead. Many potential confrontations with power or authority demand submissive influence, which can pay positive dividends.<br /> Health warning: Your submissiveness may leave you with feelings of low self- esteem. Can you live with this?<br />
  31. 31. Influencingstyles<br />The sales approach<br />13<br />You use good, old-fashioned salesmanship.<br />Use salesmanship when:<br />You know that the other person expects to be sold to<br />You need to show the benefits your suggestion will produce<br />You enjoy selling your ideas<br />Draw out your point of view; understand their needs; demonstrate that you empathize; minimize resistance by showing how their ideas dovetail with you own; show how they will benefit.<br /> Health warning: Logical or submissive people often hate an overt sales approach and may work hard to wreck your plans.<br />
  32. 32. Influencingstyles<br />The bargaining approach<br />14<br />You trade concessions in order to reacha mutually acceptable conclusion.<br />Bargain or negotiate when:<br />You are both equally keen to go ahead with the idea<br />You are happy and able to offer a few concessions<br />You want to reach a win-win situation<br />Don‘t just share the cake – make it a bigger one. Your success as a fair negotiator will help cement the relationship.<br /> Health warning: Aim too low and you‘ll end up even lower. Over collacorate and you may regret giving too much away. Always trade concessions.<br />
  33. 33. Communicatingyourmessage<br />Gaining entry<br />15<br />Outcome questions- often assumptive but designed to reveal the desired outcome for the other person: ‚How would you like to see this improved?‘<br />Problem questions- designed to elicit the problems connected with the outcome: ‚What would it cost to improve it?‘<br />Exploration questions- designed to show the implication of the problems: ‚Is it lack of resources which prevents you from making changes?‘<br />Need questions- designed to bring them to the conclusion that they have a need for your proposal: ‚So, if we can find other ways of saving money, it would fund the project and we could go ahead. Do you agree?‘<br />
  34. 34. Influencing different personalities<br />The four types<br />16<br />
  35. 35. Influencing different personalities<br />The four types – The proactive leader<br />17<br />Positive characteristics:<br /><ul><li> Planner
  36. 36. Goal setter
  37. 37. Disciplined
  38. 38. Organized
  39. 39. Open to new ideas
  40. 40. Enjoys using power
  41. 41. Appears confident/authoritative
  42. 42. Task oriented
  43. 43. Makes fast decisions
  44. 44. Can be kind and helpful</li></ul>Negative points:<br /><ul><li> Insensitive
  45. 45. Easily bored
  46. 46. Aggressive
  47. 47. Overbearing
  48. 48. Impatient
  49. 49. Blunt
  50. 50. Ruthless
  51. 51. A poor delegator
  52. 52. Conscious of status
  53. 53. Materialistic</li></ul>Present your ideas in ways that boost the person’s prestige. Genuine praise can work wonders. Use power of words such as: best, biggest, unique, powerful, fast, money, first.<br />Go for a decision, quickly and often.<br />
  54. 54. Influencing different personalities<br />The four types – The analytical thinker<br />18<br />Positive characteristics:<br /><ul><li> Thorough
  55. 55. Calm
  56. 56. Good listener
  57. 57. Rational
  58. 58. Logical
  59. 59. Loves statistics of all type
  60. 60. Formal and disciplined
  61. 61. Thoughtful
  62. 62. Subtle
  63. 63. Deliberate</li></ul>Negative points:<br /><ul><li> Makes slow decisions
  64. 64. Procrastinates
  65. 65. Closed to new ideas
  66. 66. Hates overt persuasion
  67. 67. Slow to trust
  68. 68. Distant and unemotional
  69. 69. Bureaucratic
  70. 70. Demands evidence
  71. 71. Requires guarantees</li></ul>Like the proactive leader, this person is strongly independent. Don’t rush things – plan to give the person plenty of breathing and thinking time. If your suggestions stack up, the person will come round to your way of thinking. Putting everything in writing can be a good idea. Above all, don’t even think about conning this type of person – it will be spotted instantly.<br />Power words that work well include: proof, evidence, facts and figures, research, logic, tried and tested, safe, reason.<br />
  72. 72. Influencing different personalities<br />The four types – The reactive follower<br />19<br />Positive characteristics:<br /><ul><li> Good listener
  73. 73. Dependable
  74. 74. Friendly
  75. 75. Loyal
  76. 76. Passive
  77. 77. Gentle
  78. 78. Thoughtful
  79. 79. People oriented
  80. 80. Quiet
  81. 81. Easily influenced!</li></ul>Negative points:<br /><ul><li> Cautious
  82. 82. Submissive
  83. 83. Slow to trust
  84. 84. Requires proof
  85. 85. Relies on outside approval
  86. 86. Hates pressure
  87. 87. Dislikes change</li></ul>Reactive followers often have a long record of poor decisions. They are, therefore, suspicious and slow to accept new ideas. Take your time, nurture the relationship and work hard to gain their trust. Be prepared to provide ample proof and guarantees that your ideas will pay off.<br />Power words that work well include: security, safety, guaranteed, reliable, popular, tried and tested, fail-safe, proven.<br />
  88. 88. Influencing different personalities<br />The four types – The reactive follower<br />20<br />Positive characteristics:<br /><ul><li> Responsive
  89. 89. Talkative
  90. 90. Very sociable
  91. 91. Friendly
  92. 92. Good listener
  93. 93. Impulsive
  94. 94. Creative
  95. 95. Relishes new ideas
  96. 96. Enthusiastic
  97. 97. Makes rapid decisions</li></ul>Negative points:<br /><ul><li> Undisciplined
  98. 98. Poor timekeeper
  99. 99. Disorganized
  100. 100. Lazy
  101. 101. Impulsive
  102. 102. Gullible and easily led
  103. 103. Impatient
  104. 104. Emotional
  105. 105. Nostalgic
  106. 106. Over generalizes</li></ul>These people like to be liked and appreciated. They need people around them and are<br />anxious to develop and maintain relationships. Be prepared to steer and control the<br />conversation.<br />Power words that work well include: fun, appreciate, enjoy, convenient, trouble-free,<br />inexpensive.<br />
  107. 107. ELT Influencing Style Questionnaire<br />Asserting<br />21<br />
  108. 108. ELT Influencing Style Questionnaire<br />Responding<br />22<br />
  109. 109. ELT Influencing Style Questionnaire<br />Asserting<br />23<br />
  110. 110. ELT Influencing Style Questionnaire<br />Responding<br />24<br />