“After hiking towards a glacier in Denali National Park Alaska, we were making camp near a small lake. Suddenly I heard my friend saying: “Michael there’s a bear here, it is on this side of the lake”. And there he was, a young 150 kg Grizzly not more than 4 meters away… Influencing a bear in the Alaskan outback is quite similar to handling the bears or rather stakeholders of the modern organization both have their own agendas, and will have you for lunch if they think it serves their interests and appetites.” There is no right way, nor is there only one way to influence others. Everything, but everything, is a factor when influencing people. Your job requires you to influence people just about all of the time. It may take the form of gaining support, inspiring others, persuading other people to become your champions, engaging someone's imagination, creating relationships. Whatever form it takes, being an excellent influencer makes your job easier. This one day training provides practical hands on experience of influence, primarily in a matrix organization; where informal power is the driver for success. We equip you with relevant best practice tools: you will be involved in recreating and re-running real interpersonal situations using the learning to discover specific behaviour patterns, relate to them, investigate different approaches and learn how to influence without authority. Key takeaway: best practices for leading and influencing without authority, including the three essentials model: stakeholder leadership, team orientation and individual adjustment. Do you have the proper toolset to influence the bears when you lack the authority? Workshop objectives: • Identify stakeholders perspectives, and employ the appropriate communication and influencing style; • Exercise situational based influence through reading interpersonal cues and body language; • Practice the secrets of persuasion in getting others’ support; • Create presentations, with the listeners’ preferences in mind; • Employ concepts of Gestalt and NLP in influencing; • Analyze areas for personal improvement; • Convince the organizational bear by planning a tailored, systematic approach for gaining support, resources and collaboration from individuals in organizations where you have little or no formal influence

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Influence without Authority
Bear in Mind
Michael Nir
Sapir Consulting US
All rights reserved to
Sapir Consulting

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Michael Nir
• President @ Sapir Consulting - Business and management
• M.Sc. Engineering, PMP®, SAFe™ accredited consultant
• Author of 11 bestseller business books
• Global clients - telecoms, hi-tech, software development,
R&D environments and petrochemical & infrastructure
• Integrates the hard and soft parts of Business &
Development
• m.nir@sapir-cs.com
During a face to face encounter the bear
is always right
WHY BEARS?

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Matrix org is based on cooperation and
collaboration rather than command and control
BEARS IN THE MATRIX
Objectives
 Identify stakeholders perspectives, and employ the appropriate communication and
influencing style;
 Exercise situational based influence through reading interpersonal cues and body
language;
 Practice the secrets of persuasion in getting others’ support;
 Create PowerPoints, documents and Prezi, with the listeners’ preferences in mind;
 Employ concepts of Gestalt and NLP in influencing;
 Explore areas for personal improvement;
 Convince the organizational bear by planning a tailored, systematic approach for
gaining support, resources and collaboration from individuals in organizations where
you have little or no formal influence.

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Bear in mind – one day tutorial
AGENDA
 The Matrix Organization
 Sources of Power
 Influence without Authority model
• Stakeholder management
• Leadership style
• Focus and audience adjustment
Coffee bar introductions, expectations

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1. Introduction flipcharts - discussion
Contribute to at least 2 flipcharts, based on your knowledge
• Expectations: What am I here for?
• Challenges with matrix organization?
• How much of your role requires influencing?
• Influence and leadership for me are…
• My work related ‘soft skills’ pain points?
• Framing and labelling – business and R&D
• What will make this day a success for you?
The Agile PMO
10%

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50%
Confusion and conflict is inherent,
Influence without authority - necessity
MATRIX: LIMITED RESOURCES AND KNOWLEDGE SHARING

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Influence is the process
Power is the resource
DEFINITIONS
 Influence – the process of using power to get someone
to do something
 Leadership – the capacity to enlist the aid and support of
others, in the accomplishment of a common task
 Authority – the power or right to give orders, make
decisions, and enforce obedience
A paradigm shift - employing personal rather
than position power
SOURCES OF POWER
 Coercive power – superior force
 Resource power – reward
 Information power – access to information
 Association power – access to influential people
 Expert power – skill knowledge or expertise
 Individual characteristics & charisma

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Reflect and discuss with a
partner
• Which power do you have in your organization?
• Which power would be easy for you to obtain?
• What do you need to succeed in obtaining it?
3 fundamentals : Stakeholder management,
Leadership approach, Influence style
INFLUENCE WITHOUT AUTHORITY MODEL

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Essential elements for influence without
authority
 Sitting on the fence
 Identifying the cake
 Focus in influence circle
 Influence strategy -
liking
STAKEHOLDER MANAGEMENT - KEY CONCEPTS
Objectives Discussed
 Identify stakeholders perspectives, and employ the appropriate communication and
influencing style;
 Exercise situational based influence through reading interpersonal cues and body
language;
 Practice the secrets of persuasion in getting others’ support;
 Create PowerPoints, documents and Prezi, with the listeners’ preferences in mind;
 Employ concepts of Gestalt and NLP in influencing;
 Explore areas for personal improvement;
 Convince the organizational bear by planning a tailored, systematic approach for
gaining support, resources and collaboration from individuals in organizations where
you have little or no formal influence.

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We tend to engage in conflict with the
naysayers instead of investing in the allies
STAKEHOLDER MODEL
Trust
Agreement
AlliesAccomplices
OpponentsAdversaries
Fence-Sitters
Trust
• Since mutual trust is crucial in transitioning to allies and
opponents, we would like to invest time in building it
• How would you define trust?
• Make sure you research with others, their perception of trust
• Identify key behaviors that exhibit trust
• Remember – it is more difficult to build trust than to lose it
A FEW IDEAS

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Stakeholders view the same topic from
various perspectives
STAKEHOLDER PERSPECTIVE
Stakeholder A emphasizes payment terms…
STAKEHOLDER PERSPECTIVE

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Stakeholder B emphasizes quality...Focus
– What is in it for me - WIIFM
STAKEHOLDER PERSPECTIVE
What is in it for me
• Others have different priorities, wants and needs
• Listen to them
• Find the common denominator
• Create agreement based on flexibility in perspectives
• Remember that you see behaviors rather than personality
• We judge others’ personality when they blunder, we blame the
environments when we err
WIIFM

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IMPORTANT! Communicating with (senior)
stakeholders
COVEY 7 HABITS
I can’t do this because
you didn’t give me that
I can do this if you give
me that
And also true
in social
interactions
Case Study Analysis
• Analyze and map the stakeholders according to trust and
agreement with your project;
• How would you influence to increase trust and target those ‘on
the fence’?
• What are possible areas for collaboration – how would you
promote them (WIIFM)?
• Make assumptions where required
• Time: 30 minutes

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Exercise
Debrief - Focus on the stakeholders to
increase influence and results
BEARS IN THE MATRIX
 Know them
 Fence sitters
 Perception cake
 WIIFM
 Influence circle

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Objectives
 Identify stakeholders perspectives, and employ the appropriate communication and
influencing style;
 Exercise situational based influence through reading interpersonal cues and body
language;
 Practice the secrets of persuasion in getting others’ support;
 Create PowerPoints, documents and Prezi, with the listeners’ preferences in mind;
 Employ concepts of Gestalt and NLP in influencing;
 Explore areas for personal improvement;
 Convince the organizational bear by planning a tailored, systematic approach for
gaining support, resources and collaboration from individuals in organizations where
you have little or no formal influence.
Reflect and take away

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3 fundamentals : Stakeholder management,
Leadership approach, Influence style
INFLUENCE WITHOUT AUTHORITY MODEL
Essential elements for influence without
authority
LEADERSHIP APPROACH - KEY CONCEPTS
 Qualities of a leader
 Situational leadership
 Listening and
coaching

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Objectives
 Identify stakeholders perspectives, and employ the appropriate communication and
influencing style;
 Exercise situational based influence through reading interpersonal cues and body
language;
 Practice the secrets of persuasion in getting others’ support;
 Create PowerPoints, documents and Prezi, with the listeners’ preferences in mind;
 Employ concepts of Gestalt and NLP in influencing;
 Explore areas for personal improvement;
 Convince the organizational bear by planning a tailored, systematic approach for
gaining support, resources and collaboration from individuals in organizations where
you have little or no formal influence.
Concepts about what makes a leader have
been changing
LEADERSHIP THEORIES
 Great man & Trait
 Participative,
transactional,
transformational
 Situational & Contingency

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Why situational leadership
LEADERSHIP THEORIES
 Empowers leader to change
 Relevant in constantly changing situations, teams and
organization
 Servant leadership touted by some (agile) proponents is
appropriate for some situations
 Authoritative leadership (the vision leader) which is
perceived as ‘THE leadership approach’
3871 executives globally – six distinct
leadership styles with defined impacts
SITUATIONAL LEADERSHIP
Affiliative – people
come first
Coacher – try this
Coercive - do
as I tell you Authoritative –
come with me
Pace setter –
do as I do
Democratic - What do
you think?

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Personal Styles
5-38
Personal Styles
5-39

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Benefits of situational leadership
LEADERSHIP THEORIES
 Model is straightforward and flexible, not highly prescriptive
 Provides a context to investigate what the team needs
 Enables personal discovery within a given frame
 Note – the leader in quadrant four is taking a step back, it might raise
inner doubts (sometimes) about what role they have in the team
context – thus a difficult situation for many leaders
Discovering the team needs
A MUTUAL RESEARCH OF NEEDS
 If I understand correctly….
 So, what you are suggesting is…
 What would you like to see?
 What is your intake on…
 What do you think is possible?
 How do you recommend to
proceed?

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Case Study Interactive
• According to the role assigned to your team:
 Select a team leader;
 Construct a short role play exhibiting the role;
 Select a leader behavior towards the team, you can decide on
leadership behavior which is not synced with the team’s
development stage;
 Present to the group, we have to guess what team behavior and
leadership approach is displayed.
• Time: 30 minutes
Exercise

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Debrief – team leadership style
YOUR BEARISH TEAM
 Know thy team
 What do they
need
 How can you
answer the
needs
 What situations
are apparent
 6 Influence
strategies
Objectives
 Identify stakeholders perspectives, and employ the appropriate communication and
influencing style;
 Exercise situational based influence through reading interpersonal cues and body
language;
 Practice the secrets of persuasion in getting others’ support;
 Create PowerPoints, documents and Prezi, with the listeners’ preferences in mind;
 Employ concepts of Gestalt and NLP in influencing;
 Explore areas for personal improvement;
 Convince the organizational bear by planning a tailored, systematic approach for
gaining support, resources and collaboration from individuals in organizations where
you have little or no formal influence.

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Reflect and take away
3 fundamentals Stakeholder management,
Leadership approach, Influence style
INFLUENCE WITHOUT AUTHORITY MODEL

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Essential elements for influence without
authority
 Communication styles
 Influence style
INFLUENCE STYLE - KEY CONCEPTS
Objectives
 Identify stakeholders perspectives, and employ the appropriate communication and
influencing style;
 Exercise situational based influence through reading interpersonal cues and body
language;
 Practice the secrets of persuasion in getting others’ support;
 Create PowerPoints, documents and Prezi, with the listeners’ preferences in mind;
 Employ concepts of Gestalt and NLP in influencing;
 Explore areas for personal improvement;
 Convince the organizational bear by planning a tailored, systematic approach for
gaining support, resources and collaboration from individuals in organizations where
you have little or no formal influence.

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Same Same but different
THINKING STYLE DIVERSITY
 Based on our own emotional and cognitive
experience we tend to think that others have
identical thinking patterns
 We could not be more wrong
 Our individual communication patterns are based
on personal specific experiences, emotions,
thoughts, preferences and more
Adapt your communication style to
increase your influence without authority
FOUR DOMINANT STYLES – PREDICTIVE MODEL
Process –
Facts, Data
People –
Needs, Values
Action –
Objective
Idea –
Concepts, Creativity
Directive
Responsive
High Assertiveness,
control, force
High Sensitivity,
feelings, relationship

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People style – building understanding
 Energy – moving with, empathetic
 Actions – sharing, listening
 Outcome – understanding
 Key words – people, needs, sensitivity,
relationships, beliefs, co-operation,
team spirit
 Cultures – Asia, Japan, social
professions, HR, health and education
OVERVIEW
Process –
Facts, Data
People –
Needs, Values
Action –
Objective
Idea –
Concepts,
Creativity
Directive
Responsive
Idea style – building cooperation
 Energy – moving together, inspiring
 Actions – connecting, envisioning
 Outcome – cooperation
 Key words – concepts, innovation,
potential, creativity, possibilities
 Cultures – France, R&D, project
leadership, younger generation (why are
we doing it, asking questions as a norm)
OVERVIEW
Process –
Facts, Data
People –
Needs, Values
Action –
Objective
Idea –
Concepts,
Creativity
Directive
Responsive

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Process style – building solution
 Energy – moving at, debating
 Actions – proposing, reasoning
 Outcome – solution
 Key words – facts, details, procedure,
observation, proof, planning, analysis
 Cultures – central Europe, engineering,
accounting, oil and chemicals,
government, manufacturing, pharma
OVERVIEW
Process –
Facts, Data
People –
Needs, Values
Action –
Objective
Idea –
Concepts,
Creativity
Directive
Responsive
Action style – building deal
 Energy – moving against, bargaining
 Actions – demanding, exchanging
 Outcome – deal
 Key words – results, objectives,
performance, deals, challenges,
decisions
 Cultures – US, Australia, sales, retail,
consumer goods, senior managers
OVERVIEW
Process –
Facts, Data
People –
Needs, Values
Action –
Objective
Idea –
Concepts,
Creativity
Directive
Responsive

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Summary
 What did you notice?
 The model provides a context, reminding us
that people view the world differently
 We use language, reflecting our views
 Listen to the language used (and the words
not used) it illustrates the thinking process
Influencing the styles – the Z model
Agree the facts –
Process
Work out what logic suggests –
Process
Discuss the different
possibilities –
Idea
Check out potential
people's reactions – People
Recommend a course of
action – Action

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NLP words
WORDS THAT DECREASE INFLUENCE AND PERSUASION
 Try
 Should
 Don’t
 But
 Why
The danger of labeling
THE US AND THEM MENTALITY

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Case Study Message
• Create a message that addresses individual preferences;
• Employ the Z model;
• Use case study update;
• Message can be PPT, Prezi, Email, report, etc
• Time: 20 minutes
Exercise and presentations

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Debrief exercise
 We fail in gaining support less due to the text, more because of the
subtext, non verbal, etc
 Review your texts, emails, documents
 Record a meeting you lead
 What is your verbal pattern
 What is your non verbal pattern
 What is the labelling you use, does it help you in influencing
• Watch out: we tend to be our biggest criticizers
Debrief – individuals and influencing
 Matching highs
and lows
 Thinking
patterns
 NLP words
 Z model

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Gaining Influence
• Watch the video – 6 influencing strategies;
• Relating to the case study - discuss with your team, which
techniques can you use to influence without authority?
• Share with the class
POWERS OF PERSUASION
Objectives
 Identify stakeholders perspectives, and employ the appropriate communication and
influencing style;
 Exercise situational based influence through reading interpersonal cues and body
language;
 Practice the secrets of persuasion in getting others’ support;
 Create PowerPoints, documents and Prezi, with the listeners’ preferences in mind;
 Employ concepts of Gestalt and NLP in influencing;
 Explore areas for personal improvement;
 Convince the organizational bear by planning a tailored, systematic approach for
gaining support, resources and collaboration from individuals in organizations where
you have little or no formal influence.

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Reflect and take away
3 fundamentals : Stakeholder management,
Leadership approach, Influence style
INFLUENCE WITHOUT AUTHORITY MODEL

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10%
50%

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Systematic approach for support, resources and
collaboration from individuals in organizations
SUMMARY
 Review the summaries of the topics
 Select the concepts relevant to you
 What would you do differently?
 Create a timeline to implement
 Discuss with a colleague
 Share with us to increase commitment
Collage summaries
SUMMARY

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Next steps
Thank You
Connect on LinkedIn
In the MATRIX only those
with Influence get results
Influence is KEY
Coming Next :
/nir-cs.com/michael-http://sapir