Influencing skills - Getting results without direct authority

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Influencing skills - Getting results without direct authority
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Influencing skills - Getting results without direct authority

  1. 1. Influence Skills: Getting Results Without Direct Authority December 13, 2007 Thomas Petite tpetite@gmail.com
  2. 2. Course Benefits  Professionals are often faced with the responsibility of completing a project without having the necessary authority or resources to meet the challenge.  Harnessing the skills to effectively influence others can be the difference between success and failure.  In this course, through practice sessions, video simulations, self-assessments and “real”-playing activities, you acquire the specific skills, behaviors and attitudes necessary to achieve desired results without relying on the use of authority. December 2007 Thomas Petite 2
  3. 3. What was covered?  Apply influence strategies to gain commitment from others and foster collaboration  Define desired outcomes for win-win results  Dynamically adjust your approach to others to gain buy-in  Achieve goals by enhancing trust and cooperation  Deal effectively with challenging behaviors to overcome resistance and inertia in others  Use knowledge and competence rather than position and status to influence others December 2007 Thomas Petite 3
  4. 4.  We cannot change other people  We can effect desirable change in others by changing something in our behavior  The greater repertoire or choices we have, the greater probability of us getting what we want  The class will expand your bandwidth – behaviors and choices available to us to effect desired changes. December 2007 Thomas Petite 4
  5. 5. Definitions  Influence: a two way process causing a change in attitude or behavior on either a personal or group level  When control tactics are used, the net effect is manipulation  Concerned about my best interests and not yours  Maintaining a closed agenda  Valuing deception over honesty  Resulting in questionable short term value  Influence does not occur within any time warp  The seeds for change are often planted today and not realized until much later  We are always influencing others  We may not be getting desired results  We may not even be conscious of the process we are using December 2007 Thomas Petite 5
  6. 6. Two side of Influence Positive Influence Manipulation Lead by example Actively listening and participating Sitting on same side of table Open minded Invest in relationship Your own agenda Limited engagement in mtg Not attending mtg No commitment Finger pointing Using position of power December 2007 Thomas Petite 6
  7. 7. Five Critical Influence Factors 1. Capability: educational background or job exp. 2. Perceived Value: What's in it for me or benefits to be derived 3. Perceived Risk: Potential compromise to ones career or reputation 4. Perceived Value Realization: Track record or reputation 5. Perceived Cost: Amount of time or resources req. to complete a task or project  We commit ourselves to change based on self interest  If you want someone to engage in a behavior that serves your values, link your influence to their self interest  Bottom Line: We cannot yield to someone else’s needs or wants until we know how it will affect us personally December 2007 Thomas Petite 7
  8. 8. Five Critical Influence Factors  Select a current situation at work that you wish to influence in a particular direction. Perform a soft calculation of how the five critical influence factors might be involved, utilizing the Basic influence formula below. (V + C +R) > X  V = Perception of Value  C = Capability  R = Perception of value realization  X = Perception of cost and risk Range 1-5, Ranging from not at all to High December 2007 Thomas Petite 8
  9. 9. Conduct Self Checks  For all significant influence transactions, conduct a self check by asking  What did I do (or not do) to make this happen (or not happen)? December 2007 Thomas Petite 9
  10. 10. Know your desired outcome  Be clear about what outcome you want  Make the outcome clear and specific (In a positive way!)  Avoid generalities  Be able to visualize it  Keep it in mind  Be flexible in your methods for reaching it  Your bargaining power will increase  You will minimize the possibility of deadlocking December 2007 Thomas Petite 10
  11. 11. Desired Outcome Influencer (Desired Outcome) (self interest) -Capability -Value -Value Realization -Cost -Risks Behavioral approach A B Commitment Effective Compliance IneffectiveResistance -Influencing Skills December 2007 Thomas Petite 11
  12. 12. Gaining Commitment Compliance Commitment Required Having Choices Involuntary Voluntary Lack of Ownership Ownership Short-Term Long Term Fear and distrust Trust and appreciation Command and control Participation December 2007 Thomas Petite 12
  13. 13. Dovetail Outcomes 1. To ensure a win-win, determine the other person’s desired outcome  If unsure, ask  Help figure out a way for him or her to realize it 2. Maintain your own desired outcome 3. Create joint outcomes  Net effect  Greater collaboration approaches  Stronger relationships  Teamwork  Increased trust levels December 2007 Thomas Petite 13
  14. 14. Tools to Expand your bandwidth  Trust  Every aspect of influence is grounded in trust • Lay the foundation: believe the other person has integrity • Talking straight & not experiencing negative consequences as a result; meet commitments  Rapport & Listening Skills  Most important processes in influencing others • Rapport is situational and occurs in the moment; make the most of it  Eye contact; warm handshake, use persons name, humor; find common ground • Listening is demonstrating understanding of what the other person is saying through message feedback  Listen with max immersion December 2007 Thomas Petite 14
  15. 15. Tools to Expand your bandwidth  Using Influencing Strategies:  thinking strategically is intentional and deliberate,  Tailor your strategy to the target person • Logic, Personal Appeal, Networking, Bargaining, Assertiveness, Hierarchical appeal December 2007 Thomas Petite 15
  16. 16. Influencing skills  Logic: reliance on facts and info; rational arguments  Potential trap: not developing your ideas adequately or organizing your info logically could compromise your effectiveness.  Personal Appeal: reliance on personal persuasiveness; likeability  Potential trap: over use could lead others to question your motives  Networking: reliance on establishing alliances w/co-workers & others  Potential trap: overuse could create impression that you are conspiring against someone  Bargaining: reliance on give and take methods  Potential trap: creates obligations that the influencer must fulfill in the future; what is traded might not be worth what is received or exchanged  Assertiveness: reliance on communicating opinions, preferences, beliefs, and feelings clearly, directly, honestly wo/putting down the other person  Potential trap: when used ineffectively it can alienate others  Hierarchical appeal: reliance on the chain of command  Potential trap: over reliance on this strategy could undermine your relationship w/target person December 2007 Thomas Petite 16
  17. 17. Avoid Potential Influencing traps  Make sure you do not  Restrict your influencing strategies to what has worked well for you in the past  Base your influencing strategy on the target person’s job title; e.g., manager vs. non- manager  Become strategic without clearly defining the target and desired outcome and anticipating the possible adverse reactions  Limit your use of strategic options by not taking into account the full range of choices you have. December 2007 Thomas Petite 17
  18. 18. Tools to Expand your bandwidth  Power and Politics:  Power is your capability to exert influence • Capability + Action = Influence • Power gives opportunity to exert influence, but you have to put it into action  Political Strategies • Win-Lose; Win-Win; Avoidance • You are always exercising choices about how December 2007 Thomas Petite 18
  19. 19. Multiple Perspectives  Multiple perspectives are often interpreted as resistance.  How well do you manage multiple perspectives in your work environment? • To what extent do you engage in competitive strategies that are win-lose?  Respect or acknowledge resistance rather than suppress, avoid, or minimize it December 2007 Thomas Petite 19
  20. 20. Dealing with Resistance Triangle Talk 1. Listen to the other person’s interests -Acknowledge their positive intent 2. Find Common Ground -identify points of commonality -piggyback on ideas 3. Express your interests -be direct & concise -Dovetail (be win-win oriented) December 2007 Thomas Petite 20
  21. 21. Five Leadership Principles  Model the way  through personal example and dedicated execution  Set an example and build commitment through simple daily acts that create progress and momentum  Inspire a Shared Vision  Compelling visions, get buy in, inspire others  Challenge the process  Step into the unknown, take risks, search out challenging opportunities  Enable others to Act  Enlist support and assistance of all those who must make the project work; foster collaboration; enable others to have ownership; strengthen people by sharing info power and increasing their discretion and visibility  Encourage the heart  Help others to carry on; celebrate indiv. and team accomplishments December 2007 Thomas Petite 21
  22. 22. Working with Challenging Behaviors  Our most difficult relationships offer us the greatest opportunity for growing in wisdom and openheartedness. December 2007 Thomas Petite 22
  23. 23. Challenging types of behavior  Always agreeable: not saying what you mean or doing what you say  Cynic: low tolerance for inconsistency or idealism  Arrogant: thinking you know something about everything  Whiner: something is always wrong  Wishy-washy: cant make up your mind  Pushy: trying to control, using threats December 2007 Thomas Petite 23
  24. 24. Key Strategy: Akido Talk  The goal is to be in harmony with your opponent  Harmony does not mean agreement  Focus on building collaborative relationships vs. blaming others  When blame is the goal, understanding is the casualty December 2007 Thomas Petite 24
  25. 25. Key Strategy: Akido Talk  Take a step back and get a clearer perspective  Don’t make the other person wrong  Avoid direct attacks  Use neutral, empathetic and non-defensive words to creates rapport  Use and to connect with the other person, instead of trigger words like but or however that create defensiveness  Turn confrontation into cooperation  Avoid why questions; these lead to justifications and excuses  Use solution oriented questions  Ask questions that start with what or how; these lead to solutions  Dovetail outcomes  Find common ground December 2007 Thomas Petite 25
  26. 26. While we can’t change anyone except ourselves, there are options for influencing in the face of challenging behavior.  Look for positive intention  Stay calm  Dovetail outcomes  Make the person your ally  Don’t make the other person wrong  Avoid arguments  Avoid direct attacks  Get a clearer perspective  Use solution oriented questions  Make a plan  Use I language  Find common ground  Use Akido talk December 2007 Thomas Petite 26
  27. 27. References  All info in this slide deck from:  Learning Tree: Course 294: Influence Skills December 2007 Thomas Petite 27

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