Influence
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Introduction to Having Influence
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Influence
- 2. Background Based on 3 separate studies with 25 C-Level Executives, 900 Managers and Supervisors and 1000 Individuals
- 4. Sources of Influence Connect the change to people’s deeply held values
- 5. Sources of Influence Invest in robust training initiative to increase the personal ability
- 6. Sources of Influence Positively align social actions through multiple small interactions
- 7. Sources of Influence Involve actively to enable change
- 8. Sources of Influence Design incentives that are real and valuable to reward the right behaviors
- 9. Sources of Influence Give steady dose of right information to change the mental outlook
- 10. Six Sources of Influence
- 11. Mantra for Success Apply >4 sources of Influence, which is 10x more effective than applying just 1 Begin with personal and social sources of motivation, and then reinforce with well-designed incentive systems
Editor's Notes
- Matt VanVranken, president of Spectrum Health Systems employed actual patients, who were benefited in the past by the exceptional patient care, to remind 1000 health care professionals about how their actions affected the health and well-being of individual patients
- Mike Miller, vice president of business customer billing at AT&T succeeded in turning around a 3,000-person IT function by creating a culture where everyone spoke up early and honestly about the risks they saw affecting project goals by ensuring that people got the right kind of training in one to two-hour segments over several months, as people retain less than 10% of what they learn in concentrated classes
- Ralph Heath, Executive VP at Lockheed Martin, was assigned the job of getting the F-22 Raptor off the drawing boards. He influenced 5,000 Lockheed Martin Corp. employees by bringing in customers from the various military agencies and encouraged them to explain their frustrations and concerns with the program to the supervisors and Managers, who then influenced the people reporting under them.
- Mike Miller, vice president of business customer billing at AT&T succeeded in turning around a 3,000-person IT function, by ensuring that his leadership team became teachers. Every week or two, he introduced a new skill and tasked his direct reports with teaching the skill to their reportees until the lesson was implanted throughout the organization
- At Spectrum Health Systems, AT&T and Lockheed Martin, management made a point of tracking both results and behaviors against the incentives announced
- Pat Ryan, vice chairman of OGE Energy Corp, established a companywide target of having streetlights repaired within five days and created a new weekly reporting mechanism to help managers monitor the problem