Cdg Pteg Influencing Skills 08

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Slides from the CDG/PTEG Raising the Bar Conference 19th June 2008

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  • Cdg Pteg Influencing Skills 08

    1. 1. Influencing Skills : making the most of the skills we have Veronica Fraser Department of Health CDG 19 June 2008
    2. 2. Overview of our session <ul><li>Why are influencing skills useful ? </li></ul><ul><li>Why do we need them ? And when might we use them ? </li></ul><ul><li>Style, power and ethics </li></ul><ul><li>Some techniques and practical strategies </li></ul><ul><li>Exercise : sharing plans and feedback </li></ul><ul><li>Feedback and Development </li></ul>
    3. 3. Why influence ? <ul><li>involve others and gain commitment </li></ul><ul><li>work successfully across organisational boundaries and outside traditional demarcations of authority </li></ul><ul><li>manage upwards and sideways </li></ul><ul><li>manage change and transition </li></ul><ul><li>rebuild positive relationships </li></ul><ul><li>Influencing = managing - but not as we know it </li></ul>
    4. 4. What do we mean by influencing ? <ul><li>Getting results that ‘stick’ ; meet legitimate needs and feel fair </li></ul><ul><li>Not </li></ul><ul><li>Forcing others to accept our views </li></ul><ul><li>Nagging </li></ul><ul><li>Debating </li></ul><ul><li>Giving orders </li></ul><ul><li>Although can involve some negotiation </li></ul>
    5. 5. Style, power and ethics <ul><li>Know yourself – are you best at using charisma, compromise, reasoning </li></ul><ul><li>Are you a tough battler; friendly helper; an analytical thinker ? What do your friends think you are ? </li></ul><ul><li>Do you know your and others Myers-Briggs profile ? </li></ul><ul><li>What do we know about types of power ? Stakeholder power; personal and expert power; organisational and position power </li></ul><ul><li>What types of power can you access to influence others ? </li></ul><ul><li>Using techniques like NLP </li></ul><ul><li>Staying ethical </li></ul>
    6. 6. Getting practical : telling and selling: the basics <ul><li>State your view of the problem </li></ul><ul><li>Clarify the views of others </li></ul><ul><li>Work towards agreement </li></ul><ul><li>Look for win – win solutions/outcomes </li></ul><ul><li>Agree together </li></ul><ul><li>(not the same as announcing a course of action to line managed staff) </li></ul>
    7. 7. Techniques to succeed <ul><li>Understand the perspective of others </li></ul><ul><li>Active listening (balance talking and listening) </li></ul><ul><li>Ask open questions </li></ul><ul><li>Create rapport </li></ul><ul><li>Stay open yourself (be influenced) </li></ul><ul><li>Create common ground </li></ul><ul><li>Allow people to find solutions – or contribute to them </li></ul>
    8. 8. Some don’ts <ul><li>Have a totally fixed position </li></ul><ul><li>Defend everything absolutely </li></ul><ul><li>Interrupt others </li></ul><ul><li>Talk them into the ground </li></ul><ul><li>Only rely on facts, figures, statistics </li></ul><ul><li>Hide what you want </li></ul><ul><li>Assume you know their motivation </li></ul>
    9. 9. Why are they resisting your ideas ? <ul><li>Fear of change </li></ul><ul><li>Fear of failure </li></ul><ul><li>Competing priorities </li></ul><ul><li>Hardened attitudes </li></ul><ul><li>Ignorance </li></ul><ul><li>Tried it before </li></ul><ul><li>Moral views and personal affronts </li></ul>
    10. 10. Starting to plan <ul><li>Who is your target ? Sole target ? Board ? </li></ul><ul><li>When ? Who will be there ? </li></ul><ul><li>What benefit is there for others if my plan is adopted ? </li></ul><ul><li>How will I open up, set the agenda ? </li></ul><ul><li>What reactions might I get ? </li></ul><ul><li>How might I sabotage myself ? </li></ul><ul><li>How will I close ? </li></ul><ul><li>What would I like others to say at the end ? </li></ul>
    11. 11. Practical Exercise <ul><li>5 mins each – Keep to time please </li></ul><ul><li>Outline your scenario and share your plan </li></ul><ul><li>Either ask for specific suggestions – how do I introduce this? where’s the win/win ? </li></ul><ul><li>Or ask for general comments on your tactics </li></ul><ul><li>Be a good critical friend – give a fresh perspective not ‘when that happened to me’ </li></ul><ul><li>Have you thought about …? </li></ul>
    12. 12. Being a good critical friend <ul><li>Listen attentively </li></ul><ul><li>Clarify as much as helpful </li></ul><ul><li>Assume speaker knows their stuff and has good ideas </li></ul><ul><li>Be creative in your approach but </li></ul><ul><li>Offer realistic suggestions </li></ul><ul><li>Keep to time </li></ul>
    13. 13. Feedback and development <ul><li>When you have been actively influencing </li></ul><ul><li>Analyse and learn from your performance </li></ul><ul><li>Review with colleague, manager, friend </li></ul><ul><li>What did I do ? What did I say ? </li></ul><ul><li>What went well – and why ? What went less well </li></ul><ul><li>What was the outcome </li></ul><ul><li>How close did I get to my aim ? </li></ul><ul><li>Watch and learn from others </li></ul><ul><li>Understand how you are influenced </li></ul><ul><li>Practice makes perfect </li></ul>
    14. 14. Thanks for joining me in this session <ul><li>Veronica Fraser </li></ul><ul><li>Section Head, FOI </li></ul><ul><li>334B Skipton House </li></ul><ul><li>Elephant and Castle </li></ul><ul><li>London SE 1 6 LH </li></ul><ul><li>[email_address] </li></ul><ul><li>020 7972 1754 </li></ul><ul><li>07868 537890 </li></ul>

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