Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.

1. LUNCH N LEARN Series
Dr Tim Baker
Enhancing Your Personal
Influence

2. Influence
Four
influencing
strategies
Practical tools

4. LUNCH N LEARN Series
Dr Tim Baker
Enhancing Your Personal
Influence

6. The power to make other
people agree with your
opinions or get them to do
what you want willingly and
ethically.

7. We are all in the business of influence …

8. Your preferred style & approach
The other person(s) style & approach
The context

9. Baker, T. (2015) The New Influencing Toolkit

10. 16 Influencing Capabilities

11. The Inquisitive Investigator
Investigators like to
marshal their facts &
figures & assertively
advance their argument.
They use logic to persuade
& tend to be methodical &
structured in their
approach.
Al Gore

12. The Inquisitive Investigator
Police, scientists &
researchers
Workplace incidents such
as safety or harassment.
Large scale change
initiatives when you want
people to be onboard

13. The Clear Calculator
Calculators like to
promote the positives of a
proposal & highlight the
weaknesses in the current
position. People know
where they stand with
calculators. They use logic
to advance their cause.
Generally calculators are
good debaters.
Margaret Thatcher

14. The Clear Calculator
Sales people, financial
advisors, animal trainers,
teachers.
Any new change in the
workplace that will affect
employees & their working
methods requires a leader to
sell the positives of the
change; e.g., harassment &
bullying legislation training.
Situations where the direction
is vague & unclear; e.g., your
belief we should create a new
market for a product.

15. The Mindful Motivator
Motivators use emotion to
influence. They are big
picture thinkers that link a
cause with a compelling
vision of the future.
Motivators often have a
way with words & can
define a simple and
convincing vision.
Martin Luther-King

16. The Mindful Motivator
Entrepreneurs, advertising
executives, PR agents,
artistic directors.
Developing a new
strategic direction that
requires the hearts &
minds of people.
Unclear about the
rationale for a new
initiative; e.g., unexpected
cost cutting.

17. The Collegial Collaborator
Collaborators also
influence using emotion.
But they persuade people
by involving them in the
decision. Collaborators are
great team builders. They
engage people's hearts &
minds.
Mother Teresa

18. The Collegial Collaborator
Conductor of an orchestra,
funeral directors,
choreographers.
In circumstances where
there are diverse &
strongly held views; e.g.,
team development.
People need to know the
logic & rationale behind a
decision, e.g., introducing
a new CRM system.

20. Investigation Tools
Using third party endorsements
Structured interviews
Conduct a survey
Process mapping

21. Calculation Tools
Force-field analysis
Cost-benefit analysis
After action reviews

22. Motivation Tools
Team values charter
GROW model
Storytelling
Good news stories

23. Collaboration Tools
Begin with the end in mind
Giving effective feedback
Using a problem-solving approach
Paraphrasing & active listening

24. Your homework
Complete the profile & implement at
least one of the tools you’ve learnt

25. Mod 1 – The Ingredients of Effective Feedback
(Friday 17th of February, 2017 from 12pm to 1pm AEST)
Mod 2 – Enhancing Your Personal Influence
(Friday 17th of March, 2017 from 12pm to 1pm AEST)
Mod 3 – Optimising Team Performance
(Friday 7th of April, 2017 from 12pm to 1pm AEST)
Mod 4 – Getting the Very Best from People
(Friday 28th of April, 2017 from 12pm to 1pm AEST)
Mod 5 – Understanding People and their
Personalities
(Friday 19th of May, 2017 from 12pm to 1pm AEST)
Mod 6 – Facilitating Effective Meetings
(Friday 16th of June, 2017 from 12pm to 1pm)

26. The power to make other
people agree with your
opinions or get them to do
what you want willingly and
ethically.

27. We are all in the business of influence …

28. Your preferred style & approach
The other person(s) style & approach
The context

29. Baker, T. (2015) The New Influencing Toolkit

30. 16 Influencing Capabilities

31. The Inquisitive Investigator
Investigators like to
marshal their facts &
figures & assertively
advance their argument.
They use logic to persuade
& tend to be methodical &
structured in their
approach.
Al Gore

32. The Inquisitive Investigator
Police, scientists &
researchers
Workplace incidents such
as safety or harassment.
Large scale change
initiatives when you want
people to be onboard

33. The Clear Calculator
Calculators like to
promote the positives of a
proposal & highlight the
weaknesses in the current
position. People know
where they stand with
calculators. They use logic
to advance their cause.
Generally calculators are
good debaters.
Margaret Thatcher

34. The Clear Calculator
Sales people, financial
advisors, animal trainers,
teachers.
Any new change in the
workplace that will affect
employees & their working
methods requires a leader to
sell the positives of the
change; e.g., harassment &
bullying legislation training.
Situations where the direction
is vague & unclear; e.g., your
belief we should create a new
market for a product.

35. The Mindful Motivator
Motivators use emotion to
influence. They are big
picture thinkers that link a
cause with a compelling
vision of the future.
Motivators often have a
way with words & can
define a simple and
convincing vision.
Martin Luther-King

36. The Mindful Motivator
Entrepreneurs, advertising
executives, PR agents,
artistic directors.
Developing a new
strategic direction that
requires the hearts &
minds of people.
Unclear about the
rationale for a new
initiative; e.g., unexpected
cost cutting.

37. The Collegial Collaborator
Collaborators also
influence using emotion.
But they persuade people
by involving them in the
decision. Collaborators are
great team builders. They
engage people's hearts &
minds.
Mother Teresa

38. The Collegial Collaborator
Conductor of an orchestra,
funeral directors,
choreographers.
In circumstances where
there are diverse &
strongly held views; e.g.,
team development.
People need to know the
logic & rationale behind a
decision, e.g., introducing
a new CRM system.

40. Investigation Tools
Using third party endorsements
Structured interviews
Conduct a survey
Process mapping

41. Calculation Tools
Force-field analysis
Cost-benefit analysis
After action reviews

42. Motivation Tools
Team values charter
GROW model
Storytelling
Good news stories

43. Collaboration Tools
Begin with the end in mind
Giving effective feedback
Using a problem-solving approach
Paraphrasing & active listening

44. Your homework
Complete the profile & implement at
least one of the tools you’ve learnt

45. Mod 1 – The Ingredients of Effective Feedback
(Friday 17th of February, 2017 from 12pm to 1pm AEST)
Mod 2 – Enhancing Your Personal Influence
(Friday 17th of March, 2017 from 12pm to 1pm AEST)
Mod 3 – Optimising Team Performance
(Friday 7th of April, 2017 from 12pm to 1pm AEST)
Mod 4 – Getting the Very Best from People
(Friday 28th of April, 2017 from 12pm to 1pm AEST)
Mod 5 – Understanding People and their
Personalities
(Friday 19th of May, 2017 from 12pm to 1pm AEST)
Mod 6 – Facilitating Effective Meetings
(Friday 16th of June, 2017 from 12pm to 1pm)