Tackling Your Toughest Influence      Challenges: Tools for Leading and            Influencing in a MatrixYou can listen t...
Tackling Your Toughest InfluenceChallenges: Tools for Leading and      Influencing in a Matrix  Speaker:     Elizabeth Ray...
Tools You Can Use• Q&A –   Click on the Q&A icon on     your floating toolbar on the     top of your screen. – Type in you...
Tools You Can Use• Polling  – The poll will appear on the    right side of your screen  – Select the best option for    ea...
Frequently Asked QuestionsWill I receive a copy of the webinar recording?                               YES       Will I r...
Tackling Your Toughest InfluenceChallenges: Tools for Leading and      Influencing in a Matrix                 Mike Prokop...
Tackling Your Toughest InfluenceChallenges: Tools for Leading and      Influencing in a Matrix              Elizabeth Raye...
Tackling Your Toughest Influence ChallengesTools for Leading and Influencing in a MatrixBrighton Landing West 10 Guest Str...
About Vantage Partners                   Mission: Drive measurable business results by transforming the way companies     ...
Vantage Partners publicationsCopyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
What do we mean by “Influence”?           The ability to resolve conflicts, solve problems, reach joint decisions, and    ...
Today’s organizations drive the need for   influence           Enterprise–wide initiatives and matrix reporting lines mean...
Poll Question:  Influence a core competency?           How often (or how much) do your employees need to rely on          ...
Poll Question:  Influence competency in your   organization           How would you rate the influence capability within y...
Common influence strategies and tactics often   prove inadequate                                 • Approaching influence a...
The challenge             When the stakes are high, when we are confronted with                 a complex landscape of myr...
Common influence traps   1. Spending too much time trying to get others to understand       your point of view    2. Spend...
Poll Question:  Which traps do people in your   organization most typically fall into (select all that   apply)?   1. Spen...
What are the results of these traps?                          Common Traps                                         Results...
Requires a different set of assumptions        Mindset / Thinking                                         Skills/ Behavior...
Trap 1:  Spending too much time trying to get others to    understand your point of view 
Different perspectives                    riveting                                       tedious   tedious   rivetingCopyr...
Different perspectives            anticipation                                           dread   dread   anticipationCopyr...
The Ladder of Inference                                                         Share                                     ...
Trap 2:  Spending too much time trying to get people    to say "yes” and not enough trying to understand    why they are s...
Key insights about influence             You can’t change someone’s mind unless you know where their mind is             W...
Currently Perceived Choice Chart  Decision maker: ______________________  Question: “Shall I today _______________________...
Currently Perceived Choice (CPC) ChartDecision maker: Carol (Operations)Question: Shall I this day give in to the unreason...
Trap 3:  Spending too much time trying to influence    the wrong people  
Stakeholder & Influence Mapping                     Business Unit                                       Marketing         ...
Trap 4:  Assuming efficiency and inclusion are mutually    exclusive in decision‐making
Why is it important?               Who has the authority to make a decision can be unclearCopyright © 2012 by Vantage Part...
If Unclear, the result is a decision making     bottleneck…             At a leading automaker, product developers and mar...
Why is it important?               Who has the authority to make a decision can be unclear             Involving too many ...
The D‐I‐C‐N Tool                                                                                                          ...
Poll Question:  Which tool discussed today do you thing would be most helpful in solving your toughest influence challenge...
What are the results of a different mindset and thus, approach?                          New Approach                     ...
Summary                Enhancing our ability to work effectively in a                matrix through influence depends in l...
Vantage Partners                     A spin‐off of the       Harvard Negotiation Project,              Vantage Partners he...
Questions & Answers      Elizabeth Rayer      Principal & Director of Corporate Education      Vantage Partners      Carol...
Join Our Next CLO Webinar           HR Recruiting Goes Virtual              Tuesday, October 2, 2012CLO Webinars start at ...
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Tackling Your Toughest Influence Challenges: Tools for Leading and Influencing in a Matrix

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Do your firm’s employees need to work together across internal boundaries, regions, functions and businesses? This question has taken on added urgency in today’s increasingly matrixed organizations where employees of all levels must now rely more heavily on their ability to influence others to achieve their own business objectives.

Learning and development experts Liz Rayer and Carol Bonett will share insights learned and strategies developed from more than 20 years of helping Fortune 500/Global 1,000 T&D organizations improve the efficiency of their internal working relationships.

In this webinar, you will learn how you can help your organization identify common influence traps and implement simple measures to avoid them.

Common traps:

Spending too much time trying to get others to understand your point of view.
Approaching persuasion as selling, rather than as joint problem solving.
Spending too much time trying to get people to say “yes” and not enough trying to understand why they are saying “no."
Spending too much time trying to influence the wrong people (stakeholder mapping).
People who cannot be influenced.
People who can't decide or do what you need.
Assuming efficiency and inclusion are mutually exclusive in decision making.

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Tackling Your Toughest Influence Challenges: Tools for Leading and Influencing in a Matrix

  1. 1. Tackling Your Toughest Influence Challenges: Tools for Leading and Influencing in a MatrixYou can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference, please dial 1.408.600.3600 and enter access code 923 378 693 # You will be on hold until the seminar begins. #CLOwebinar
  2. 2. Tackling Your Toughest InfluenceChallenges: Tools for Leading and Influencing in a Matrix Speaker: Elizabeth Rayer Principal & Director of Corporate Education Vantage Partners Carol Bonett Senior Consultant, Corporate Education Vantage Partners Moderator: Mike Prokopeak Vice President, Editorial Director Chief Learning Officer magazine #CLOwebinar
  3. 3. Tools You Can Use• Q&A – Click on the Q&A icon on your floating toolbar on the top of your screen. – Type in your question in the space provided – Click on “Send.” #CLOwebinar
  4. 4. Tools You Can Use• Polling – The poll will appear on the right side of your screen – Select the best option for each question – Click on “Submit” #CLOwebinar
  5. 5. Frequently Asked QuestionsWill I receive a copy of the webinar recording? YES Will I receive a copy of the slides? YES Please allow up to 2 business days to receive these materials #CLOwebinar
  6. 6. Tackling Your Toughest InfluenceChallenges: Tools for Leading and Influencing in a Matrix Mike Prokopeak Vice President, Editorial Director Chief Learning Officer magazine #CLOwebinar
  7. 7. Tackling Your Toughest InfluenceChallenges: Tools for Leading and Influencing in a Matrix Elizabeth Rayer Principal & Director of Corporate Education Vantage Partners Carol Bonett Senior Consultant, Corporate Education Vantage Partners #CLOwebinar
  8. 8. Tackling Your Toughest Influence ChallengesTools for Leading and Influencing in a MatrixBrighton Landing West 10 Guest Street Boston, MA USA 02135 www.vantagepartners.com This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, or in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without prior written permission. Copyright © 2012 by Vantage Partners, LLC. All rights reserved. 
  9. 9. About Vantage Partners Mission: Drive measurable business results by transforming the way companies  negotiate with, and manage relationships with, key internal and external business  partners Practice Areas: Corporate Education, Strategic Alliances, Sourcing and Supplier  Management, Outsourcing Governance and Relationship Management, Key Account  Management, Payer‐Provider Relationship Management Spin‐off of the Harvard Negotiation Project Faculty at Harvard University, the Tuck School of Business at Dartmouth, and the US  Military Academy at West Point Leaders in international conflict resolution through CMG (now part of Mercy Corps) • Arias Peace Accords,  • Post‐apartheid South African constitutionCopyright © 2012 by Vantage Partners, LLC. 
  10. 10. Vantage Partners publicationsCopyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
  11. 11. What do we mean by “Influence”? The ability to resolve conflicts, solve problems, reach joint decisions, and  get results with or through others  The exercise of this ability — without requiring the use of force or formal,  direct authority Influence applies in many contexts…. decision–making, cross functional  resource allocation, managing and  leading others, internal alignment and  implementationCopyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
  12. 12. Today’s organizations drive the need for  influence Enterprise–wide initiatives and matrix reporting lines means dependency  on others whom there is no formal authority over to achieve goals Seeking creative solutions to complex problems means having to  constantly engage in constructive efforts to mutually persuade people  with different priorities, skills, knowledge, and ways of working Balancing competing priorities and tradeoffs means having to manage up  to secure resources or negotiate deadlines and priorities  Relying upon command/control to make decisions and take action is no  longer sufficient (nor effective) to get things doneCopyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
  13. 13. Poll Question:  Influence a core competency? How often (or how much) do your employees need to rely on  influence skills to meet their goals and objectives?   1. Rarely 2. Occasionally 3. Often 4. Most of the time 5. All the timeCopyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
  14. 14. Poll Question:  Influence competency in your  organization How would you rate the influence capability within your  organization? 1. Poor 2. Inadequate 3. Average 4. Good 5. ExcellentCopyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
  15. 15. Common influence strategies and tactics often  prove inadequate • Approaching influence as something that is  done to others, and not a collaborative activity  to be engaged in with others • Creating conversations that allow for only two  responses ‐ agree or disagree  • Focusing only on attractive ways of presenting  our own ideas without doing enough to  understand resistance of othersCopyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
  16. 16. The challenge When the stakes are high, when we are confronted with  a complex landscape of myriad stakeholders with  conflicting interests, and when we need to influence  others with whom we will have ongoing interactions,  and thus need to build strong working relationships, a  fundamentally different approach to persuasion is  called forCopyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
  17. 17. Common influence traps 1. Spending too much time trying to get others to understand  your point of view  2. Spending too much time trying to get people to say “yes” and  not enough trying to understand why they are saying “no” (and  “selling”) 3. Spending too much time trying to influence the wrong people  4. Assuming efficiency and inclusion are mutually exclusive in  decision‐makingCopyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
  18. 18. Poll Question:  Which traps do people in your  organization most typically fall into (select all that  apply)? 1. Spending too much time trying to get others to understand  their point of view  2. Spending too much time trying to get people to say “yes” and  not enough trying to understand why they are saying “no” (and  “selling”) 3. Spending too much time trying to influence the wrong people  4. Assuming efficiency and inclusion are mutually exclusive in  decision‐makingCopyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
  19. 19. What are the results of these traps? Common Traps Results Spending too much time trying to  They may feel disrespected and/or  get others to understand your  pressured;  point of view  Spending too much time trying to  get people to say “yes” and not  They feel unheard; and respond  enough trying to understand why  they are saying “no” (“selling”) with more (vehement) objections Spending too much time trying to  Wasted time and confusion  influence the wrong people Assuming efficiency and inclusion  Delays in action around decisions  are mutually exclusive in decision‐ or overlooking important  making information or perspectives  Copyright © 2012 by Vantage Partners, LLC.  All Rights Reserved. 18
  20. 20. Requires a different set of assumptions Mindset / Thinking Skills/ Behavior ResultsCopyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
  21. 21. Trap 1:  Spending too much time trying to get others to  understand your point of view 
  22. 22. Different perspectives riveting tedious tedious rivetingCopyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
  23. 23. Different perspectives anticipation dread dread anticipationCopyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
  24. 24. The Ladder of Inference Share Think about how you reached My Conclusions Their Conclusions your conclusions. What data Inquire are you focused on? How do you reason from that data to your conclusion? Inquire into the reasoning paths of others. Share My Interpretations Their Interpretations Inquire Share In your discussions, move My Data Their Data “up” from data to Inquire interpretations to conclusions. Expose your data and reasoning to DATA POOL challenge. The Ladder of Inference is based on the work of Chris Argyris and the partners of Action Design.Copyright © 2012 by Vantage Partners, LLC.  All Rights Reserved. 23
  25. 25. Trap 2:  Spending too much time trying to get people  to say "yes” and not enough trying to understand  why they are saying "no.”
  26. 26. Key insights about influence You can’t change someone’s mind unless you know where their mind is When faced with a “No,” there is nothing more disempowering than  assuming the person you are trying to influence is stupid, crazy, or evil People do what they believe is their best interests (regardless of whether you  think it is a good idea or not)Copyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
  27. 27. Currently Perceived Choice Chart Decision maker: ______________________ Question: “Shall I today ________________________________________?” If “Yes” If “No” – +  – +  – +  – + – + – + I can always say “yes” tomorrowCopyright © 2012 by Vantage Partners, LLC. All rights reserved. 27
  28. 28. Currently Perceived Choice (CPC) ChartDecision maker: Carol (Operations)Question: Shall I this day give in to the unreasonable demand from Liz (Sales) to deliver the report early so she can look good? If “Yes” If “No” I jeopardize my other priorities, + I stay focused on my priorities. including deliverables to my boss. + I keep my boss happy. I have to work even longer hours, or + I stand up for myself. ask someone else in my group to do + I make Liz better in the future it. (your lack of planning is not my I reward bad behavior (was not emergency). consulted about the change of + I don’t work long hours, or timeline) and set a bad precedent. impose on my colleagues to help I come across as a pushover. with my projects. I promote Liz’s agenda at my own + I can always say yes later. expense (I get no recognition.)Copyright © 2012 by Vantage Partners, LLC.  28
  29. 29. Trap 3:  Spending too much time trying to influence  the wrong people  
  30. 30. Stakeholder & Influence Mapping  Business Unit Marketing Finance Henri Golda Ladonna ? – Tom = ? Ahmed + + = + José Ashesh Ang – + Rick YouCopyright © 2012 by Vantage Partners, LLC. All rights reserved.
  31. 31. Trap 4:  Assuming efficiency and inclusion are mutually  exclusive in decision‐making
  32. 32. Why is it important?   Who has the authority to make a decision can be unclearCopyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
  33. 33. If Unclear, the result is a decision making  bottleneck… At a leading automaker, product developers and marketers were  asked who was responsible for making new models: When asked, “Who has the right to decide which features would  be standard”… 64% of Product Developers said “We do” 83% of Marketers said “We do” When asked, “Who has the right to decide which colors will be  offered”… 77% of Product Developers said “We do” 61% of Marketers said “We do” Paul Rogers and Marcia Blenko, Harvard Business Review,Copyright © 2012 by Vantage Partners, LLC.  All Rights Reserved. 2006 33
  34. 34. Why is it important?   Who has the authority to make a decision can be unclear Involving too many people leads to delays in action An insufficiently inclusive process risks overlooking important  information or perspectives   An insufficiently inclusive process may lead those who feel excluded  to resist implementing decisions Soliciting input can feel risky because it often creates an expectation  that advice or suggestions will be followed People often assume that to affect the outcome of a decision they  must be a decision maker Different people have different Interests and should have different  roles in making decisionsCopyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
  35. 35. The D‐I‐C‐N Tool Those people who Person to manage the process have formal of getting to the decision and authority ensuring that the decision gets to actually make made. the decision. Decision  Driver Inform Consult Negotiate Complex Those who need to The parties who may issues, actions, or be told about the act as advisors to the decisions that have decision because decision makers and been broken into they will need to whose views ought to implement it or will be considered before specific be impacted by it. sub-issues. taking action, but who do not have authority to vote on the decision or reject whatever decision is made.Copyright © 2012 by Vantage Partners, LLC.  All Rights Reserved.
  36. 36. Poll Question:  Which tool discussed today do you thing would be most helpful in solving your toughest influence challenges? The Ladder of Inference (seeing things differently) Currently Perceived Choice chart (getting into their shoes) Stakeholder and Influence Mapping (determining an optimal  sequence to engage stakeholders ) D‐I‐C‐N (clarifying decision‐making rights and responsibilities)Copyright © 2012 by Vantage Partners, LLC. All rights reserved. 36
  37. 37. What are the results of a different mindset and thus, approach? New Approach Results First seek to understand their  The other person feels heard, and  resistance (uncover their interests) are therefore more able to hear  you Actively look for ways to satisfy  You are more likely to propose  their interests something to which they can and will say “yes”; they feel valued  Identify stakeholders for each  unique situation  and work to build  Efficiency to the process of  your network   understanding who the  stakeholders are and thus, getting  Clarify roles and responsibilities  input and  alignment upfront, including who actually  needs to agree Decisions are carried out with  appropriate input and buy‐inCopyright © 2012 by Vantage Partners, LLC.  All Rights Reserved. 37
  38. 38. Summary Enhancing our ability to work effectively in a  matrix through influence depends in large part  on changing deeply engrained assumptions  about influence, and beginning to view both  ourselves, and others, in a new and different  light.Copyright © 2012 by Vantage Partners, LLC. All rights reserved.
  39. 39. Vantage Partners A spin‐off of the Harvard Negotiation Project,  Vantage Partners helps companies achieve breakthrough  business results by transforming  the way they negotiate with, 10 Guest Street and manage relationships with,  Boston, MA 02135 USA their suppliers, customers, T: +1 617.354.6090 and alliance partners – and  F: +1 617.354.4685  enhancing collaboration across  www.vantagepartners.com internal organizational  boundaries.Copyright © 2012 by Vantage Partners, LLC. All rights reserved. 39
  40. 40. Questions & Answers Elizabeth Rayer Principal & Director of Corporate Education Vantage Partners Carol Bonett Senior Consultant, Corporate Education Vantage Partners #CLOwebinar
  41. 41. Join Our Next CLO Webinar HR Recruiting Goes Virtual Tuesday, October 2, 2012CLO Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register at www.clomedia.com/eventsJoin the CLO Network: http://network.clomedia.com/ #CLOwebinar

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