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Influence and leadership convincing the bear keynote

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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’ 200 Pound Grizzly no more than 10 feet 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 agenda, and will have you for lunch if they think it serves their interests and appetites.
In this presentation we learn 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?

After Michael’s presentation you will be able to:
• Use your personal power to lead and influence without authority
• Align your leadership with the team situation
• Make individual adjustments to influence through difficult project and business situations

Published in: Leadership & Management
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Influence and leadership convincing the bear keynote

  1. 1. Convincing the bear Influence without Authority PMI Portland Chapter, 19th January 2016 Michael Nir President Sapir Consulting
  2. 2. All rights reserved to Sapir Consulting
  3. 3. Michael Nir • President @ Sapir Consulting LLC - M.Sc. PMP® SAFe® • Author of 11 bestselling business books • Global clients - telecoms, hi-tech, software development, R&D environments and petrochemical & infrastructure • Integrates the hard and soft parts of Business & Development • Hooked on mountain biking
  4. 4. Objectives  To depict best practices for winning influence without authority  To impart you with practical methods to increase your personal influence power
  5. 5. Are we effective Influencers?
  6. 6. Where do you need to influence when you lack authority? Discuss with the person next to you
  7. 7. Confusion and conflict is inherent, Influence without authority - necessity MATRIX: LIMITED RESOURCES AND KNOWLEDGE SHARING
  8. 8. That’s because the modern organization is sometimes like handling bears
  9. 9. During a face to face encounter the bear is always right SIMILAR TO OUR WORK PLACE
  10. 10. Confusing guidelines DENALI NATIONAL PARK – BEAR GUIDELINES
  11. 11. Matrix Life Saving Rules LET’S RE-WORD A BIT Bill or Lauren from Finance
  12. 12. Know Thy Bear
  13. 13. Know Thy Bear
  14. 14. The people we work with in the matrix decide whether to collaborate much like bears in the wild OMNIVORES BEARS IN THE MATRIX
  15. 15. 10%
  16. 16. 50%
  17. 17. 3 Fundamentals : Stakeholder management, Leadership approach, Influence style INFLUENCE WITHOUT AUTHORITY MODEL
  18. 18. Essential elements for influence without authority  Sitting on the fence  Identifying the cake  Focus in influence circle  Influence strategy - liking STAKEHOLDER MANAGEMENT - KEY CONCEPTS
  19. 19. We tend to engage in conflict with the naysayers instead of investing in the allies STAKEHOLDER MODEL Trust Agreement AlliesAccomplices OpponentsAdversaries Fence-Sitters
  20. 20. Stakeholders view the same topic from various perspectives STAKEHOLDER PERSPECTIVE
  21. 21. Stakeholder A emphasize payment terms… STAKEHOLDER PERSPECTIVE
  22. 22. Stakeholder B emphasize quality...Focus – What is in it for me - WIIFM STAKEHOLDER PERSPECTIVE
  23. 23. What you can do with what you have, rather than what you can’t with not COVEY 7 HABITS I can’t do this because you didn’t give me that I can do this if you give me that
  24. 24. People by and large are social beings…not resources LIKING - INFLUENCE STRATEGIES  Liking can be based on many things! • Shared interests • Shared ideas, ethics • Shared experiences • Active listening • Friendship and trust
  25. 25. Manage perceptions and create coalitions BEARS IN THE MATRIX
  26. 26. How to manage and lead Stakeholders SUMMARY OF CONCEPTS  Identify the stakeholders  Assess: Allies, Opponents, Fence sitters, Accomplices  Construct method for leading the ‘on the fence’  Focus in influence circle  Think – Liking
  27. 27. How to identify great influence and collaboration - example TEAM WORK
  28. 28. 3 Fundamentals : Stakeholder management, Leadership approach, Influence style INFLUENCE WITHOUT AUTHORITY MODEL
  29. 29. Essential elements for influence without authority LEADERSHIP APPROACH - KEY CONCEPTS  Qualities of a leader  Situational leadership  Listening and coaching
  30. 30. Concepts about what makes a leader have been changing LEADERSHIP THEORIES  Great man & Trait  Participative, transactional, transformational  Situational & Contingency
  31. 31. 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?
  32. 32. Most can easily master 2 styles – grow your inventory D. GOLEMAN – LEADERSHIP THAT GETS RESULTS – QUANTIFIABLE Innovate To organization People set Per. feedback Mission values To purpose
  33. 33. Personal Styles 5-34
  34. 34. Expanding the repertoire is based on emotional intelligence QUESTIONS TO DEVELOP ACTIVE LISTENING (&COACHING)  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?
  35. 35. How to increase your leadership aptitude SUMMARY OF CONCEPTS  Which is your preferred leadership style?  Which style you can otherwise master?  Increase your active listening expertise – be aware.
  36. 36. An example of passive listening WHO’S ON FIRST
  37. 37. 3 Fundamentals Stakeholder management, Leadership approach, Influence style INFLUENCE WITHOUT AUTHORITY MODEL
  38. 38. Essential elements for influence without authority  Communication styles  Influence style INFLUENCE STYLE - KEY CONCEPTS
  39. 39. 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
  40. 40. 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
  41. 41. 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
  42. 42. 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
  43. 43. 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
  44. 44. 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
  45. 45. 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
  46. 46. How to influence the styles SUMMARY OF CONCEPTS  Identify your style  Notice your word selection  Analyze your stakeholders perceived preferences  Use Z model for influencing diverse audiences
  47. 47. 3 fundamentals : Stakeholder management, Leadership approach, Influence style INFLUENCE WITHOUT AUTHORITY MODEL
  48. 48. 10%
  49. 49. 50%
  50. 50. Next steps SUMMARY  Analyze your preferences…  Chose one/two concepts  What would you do differently?  Plan how to use it, ask for support  Ask for coaching
  51. 51. This specimen is not to be confused, and found only in hierarchical environments
  52. 52. Thank you! I wish you success in influencing and leading the bears of your organization cs.com-m.nir@sapir
  53. 53. 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
  54. 54. When style is appropriate 1
  55. 55. When style is appropriate 2
  56. 56. Matrix Blues  I don’t know what they do or how to get them involved.  I have one boss who says I should focus on ‘X’ and another who says focus on ‘Y’  No one knows who is responsible any more.  How do I get things done when all of my team reports to a different manager?  I have the responsibility for the project completion but I don’t control any of the re sources.  The project team is located on 3 different continents and time zones so that there is no time when we are all in our offices at the same time. Yet  efficient communication is the key to our success. How do you make that work?
  57. 57. The ladder of inference Chris Argyris - Harvard
  58. 58. Generations Building highly effective teams  Baby boomers: (born 1946-1964)  Team working style - Teamwork is about “pulling together” and “team spirit” Team meetings are scheduled at key points in the project (a planned approach).  Value/style in teams - Must have common purpose, values, goals etc. It’s important that people “fit”.
  59. 59. Generations Building highly effective teams  Gen X: (born 1964-1980)  Team working style- Value the unique contributions that people can make. Team meetings are scheduled at key points in the project (a planned approach).  Value/style in teams - Realize that diversity is good but sometimes struggle with it. Like the networking aspects of team-working.
  60. 60. Generations Building highly effective teams  Gen Y: (born 1981-2000)  Team working style - Trust and openness is paramount. Want team meetings only when they are needed – little and often.  Value/style in teams - Likes to know the bigger picture, purpose. Diversity is exciting and challenging to them – it’s an opportunity to learn. Status not an issue – they speak to the „person‟ not the „position‟.  Their concerns/weaknesses - Can appear too „random‟ for Boomers and Xers and may need to receive coaching on project planning and formal feedback mechanisms. Can appear to be disrespectful to more senior team member.

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