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  • 1. Influencing<br />
  • 2. Planningtoinfluence<br />Open versus hidden influence<br />2<br />Hidden influenceworks well in theseareas:<br /><ul><li>Culture
  • 3. Changingan imageorbehaviour
  • 4. Alteringattitude
  • 5. Networking
  • 6. Communicating non-verbally
  • 7. Developingandmaintainingrapport
  • 8. Nurturingrelationships
  • 9. Cousellingothers
  • 10. Actingas a mentor
  • 11. Maintainingcustomerrelations
  • 12. Usingmetaphorandanalogy</li></ul>Open influencecanbeseen in:<br /><ul><li> Meetings
  • 13. Presentations
  • 14. Sales conversations
  • 15. Debatesanddiscussions
  • 16. Change Management
  • 17. Reports
  • 18. Proposals
  • 19. Negotiations
  • 20. Performance Management
  • 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. Influencing different personalities<br />The four types<br />16<br />
  • 35. Influencing different personalities<br />The four types – The proactive leader<br />17<br />Positive characteristics:<br /><ul><li> Planner
  • 36. Goal setter
  • 37. Disciplined
  • 38. Organized
  • 39. Open to new ideas
  • 40. Enjoys using power
  • 41. Appears confident/authoritative
  • 42. Task oriented
  • 43. Makes fast decisions
  • 44. Can be kind and helpful</li></ul>Negative points:<br /><ul><li> Insensitive
  • 45. Easily bored
  • 46. Aggressive
  • 47. Overbearing
  • 48. Impatient
  • 49. Blunt
  • 50. Ruthless
  • 51. A poor delegator
  • 52. Conscious of status
  • 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. Influencing different personalities<br />The four types – The analytical thinker<br />18<br />Positive characteristics:<br /><ul><li> Thorough
  • 55. Calm
  • 56. Good listener
  • 57. Rational
  • 58. Logical
  • 59. Loves statistics of all type
  • 60. Formal and disciplined
  • 61. Thoughtful
  • 62. Subtle
  • 63. Deliberate</li></ul>Negative points:<br /><ul><li> Makes slow decisions
  • 64. Procrastinates
  • 65. Closed to new ideas
  • 66. Hates overt persuasion
  • 67. Slow to trust
  • 68. Distant and unemotional
  • 69. Bureaucratic
  • 70. Demands evidence
  • 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. Influencing different personalities<br />The four types – The reactive follower<br />19<br />Positive characteristics:<br /><ul><li> Good listener
  • 73. Dependable
  • 74. Friendly
  • 75. Loyal
  • 76. Passive
  • 77. Gentle
  • 78. Thoughtful
  • 79. People oriented
  • 80. Quiet
  • 81. Easily influenced!</li></ul>Negative points:<br /><ul><li> Cautious
  • 82. Submissive
  • 83. Slow to trust
  • 84. Requires proof
  • 85. Relies on outside approval
  • 86. Hates pressure
  • 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. Influencing different personalities<br />The four types – The reactive follower<br />20<br />Positive characteristics:<br /><ul><li> Responsive
  • 89. Talkative
  • 90. Very sociable
  • 91. Friendly
  • 92. Good listener
  • 93. Impulsive
  • 94. Creative
  • 95. Relishes new ideas
  • 96. Enthusiastic
  • 97. Makes rapid decisions</li></ul>Negative points:<br /><ul><li> Undisciplined
  • 98. Poor timekeeper
  • 99. Disorganized
  • 100. Lazy
  • 101. Impulsive
  • 102. Gullible and easily led
  • 103. Impatient
  • 104. Emotional
  • 105. Nostalgic
  • 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. ELT Influencing Style Questionnaire<br />Asserting<br />21<br />
  • 108. ELT Influencing Style Questionnaire<br />Responding<br />22<br />
  • 109. ELT Influencing Style Questionnaire<br />Asserting<br />23<br />
  • 110. ELT Influencing Style Questionnaire<br />Responding<br />24<br />