Influence without authority
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This document outlines an agenda for a presentation on influence without authority. The presentation will define influence, discuss models of influence including through persuasion, negotiation and leadership, and identify skills and tools for influencing others even without a formal position of authority. It will be presented by Moshe Cohen and published by the Business Communication Coaching Group.
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Influence When You Have No Power or Authority
Webinar for Utah State Library, 2-24-15. Regardless of whether you have a great deal of positional power or authority or none at all, you can exert meaningful influence and help bring about the future you prefer. Using proven techniques grounded in a simple model of coaching, and practicing emotionally and socially intelligent behaviors, you can learn to bring yourself into a state of greater resourcefulness, focus your attention and energy, get into action, and exert purposeful influence in any situation.
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On the path to success, results and impact happen before the promotion. How can you achieve goals before you have positional or decision making power? Most employees are expected and encouraged to achieve results, yet many often feel frustrated with limited power and authority. The key to addressing this challenge is to fully leverage multiple sources of power effectively… despite positional authority. Employees throughout organizations have access to many sources of power. The critical shift is to acknowledge how these talents, resources, and personal qualities impact change and influence stakeholders. Leadership decisions are influenced by influential and vocal employees at all levels throughout the organization. This workshop will help you develop a strategy to gain power and influence among decision makers in your organization. These skills will contribute to your ability to move up the corporate latter, gain recognition, support team members, and create value.
At the end of this seminar, participants will be able to:
a. Identify different sources of power within an organization
b. Explore ways to prepare for increased responsibility before you have it
c. Explore organizational value proposition and strategies to be more influential
d. Learn how to effectively use and navigate organizational politics to get resultsHow to Lead without Authority
In the future of work that we envisage, one of the key skills that will be needed for anyone to do well, is their ability to influence people (upwards, sidewards, downwards) with or without formal Authority.
This presentation talks about how can we go about building this skill.
I have a blog on the same topic @ http://rmukeshgupta.com/2016/09/12/how-to-lead-without-authority/.
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This document summarizes a presentation on developing influence without authority. It includes a speaker bio, discussions of balancing competence and warmth in leadership, developing trust, and a horizontal capability model. The key themes are that personal warmth should come before demonstrating competence as a leader, developing trust requires connecting with others and having good character, and effective modern leadership requires both vertical skills as well as horizontal skills like collaboration and relationship building.Influence without authority session handout
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At the end of this seminar, participants will be able to:
a. Identify different sources of power within an organization
b. Explore ways to prepare for increased responsibility before you have it
c. Explore organizational value proposition and strategies to be more influential
d. Learn how to effectively use and navigate organizational politics to get resultsHow to Lead without Authority
In the future of work that we envisage, one of the key skills that will be needed for anyone to do well, is their ability to influence people (upwards, sidewards, downwards) with or without formal Authority.
This presentation talks about how can we go about building this skill.
I have a blog on the same topic @ http://rmukeshgupta.com/2016/09/12/how-to-lead-without-authority/.
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This document discusses techniques for influencing others without direct authority over them. It introduces the "Triangle of Influence" which involves understanding who the audience sees as the "hero", what motivates them ("what makes them tick"), and how to create change. The key is appealing to both the heart and mind of the audience by balancing rational arguments with emotional appeals. Stories can help win people over by addressing both their logical and emotional thinking. The goal is to ethically influence or persuade others by understanding their perspective and helping them, not forcing actions upon them against their will.
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- Admired leaders are seen as honest, forward-looking, inspiring, competent, credible, fair-minded, and supportive.
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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
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This document provides an overview of strategies and techniques for influencing others without direct authority. It discusses the importance of choice, intentionality, and trust (C.I.T.) in building influence. Various models and approaches are presented for mapping networks, gaining insights, and increasing one's level of influence through credibility and perception of value. Case studies and activities are used to illustrate concepts like leading meetings, gaining buy-in for initiatives, and using feedback to improve interpersonal skills.
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- There are different types like balanced, functional, and project matrices that determine how authority is shared.
- Creating clear roles, communication processes, training programs, and addressing challenges like department loyalty can make a matrix organization more productive.
- Scenarios and strategies are provided for a project manager meeting their first cross-matrix team with various issues. Focusing on goals, roles and building trust are emphasized.
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To drive a cross-functional, organization-wide transformation like a unified content strategy, you need to be influential as an individual.
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The document discusses different perspectives on leadership from academics, business leaders, and researchers. It also covers characteristics of admired leaders, awareness, motivation, and what employees want in a job. Some key points:
- Academic definitions focus on influencing others with or without authority, while business leaders emphasize hiring the right people, communicating vision, and coaching others.
- Admired leaders are seen as honest, forward-looking, inspiring, competent, credible, fair-minded, and supportive.
- Motivation comes from personality, job attitudes, meeting needs at work, reward systems, expectations, goals, self-confidence, and fairness.
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This document summarizes a training course on influence skills. The course teaches professionals how to achieve results without direct authority by influencing others. It covers topics like defining desired outcomes, gaining commitment, dealing with resistance, and handling challenging behaviors. The course uses activities, videos and assessments to help participants develop specific influencing behaviors and strategies to modify their approach based on the situation. The goal is for participants to expand their toolbox of influencing options.
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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
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This document provides an overview of strategies and techniques for influencing others without direct authority. It discusses the importance of choice, intentionality, and trust (C.I.T.) in building influence. Various models and approaches are presented for mapping networks, gaining insights, and increasing one's level of influence through credibility and perception of value. Case studies and activities are used to illustrate concepts like leading meetings, gaining buy-in for initiatives, and using feedback to improve interpersonal skills.
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The document discusses matrix organizations and how to create a productive one. A matrix organization has employees report to both functional and project managers. Key points:
- Matrix organizations emerged in the 1960s aerospace industry and are well-suited for project-driven environments.
- There are different types like balanced, functional, and project matrices that determine how authority is shared.
- Creating clear roles, communication processes, training programs, and addressing challenges like department loyalty can make a matrix organization more productive.
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If you want to take your influencing skills to the next level, email me:
alanbarker830@btinternet.com
This set of slides summarizes my approach to influencing skills as a trainer and coach. Sources of the main ideas are given.
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The document discusses the differences between leadership and management. Leadership is defined as motivating a group of people to achieve a common goal, while management is responsible for setting objectives, organizing resources, and motivating staff to meet organizational aims. The document lists leadership positions like directors and management roles like managers. It also contrasts key traits of leaders and managers, noting that leaders design change, inspire people, and challenge the status quo, while managers focus on organizing change, consolidating efforts, and reflecting the status quo.
Leaders vs. managers
The document contrasts the differences between leaders and managers. Managers focus on work, seek comfort, and have an authoritarian style while using their formal authority to control resources and minimize risks. Leaders focus on inspiring people, have a charismatic style, seek long-term vision and risk, and strive for achievement through their passion and quest for truth. The key difference is that managers maintain stability through managing objectives and results in the short-term, while leaders influence people to guide them in a new direction through personal charisma and a transformational vision for the future.
Managers vs Leaders
The document contrasts the roles and behaviors of managers versus leaders. It outlines that managers focus on short-term results, maintaining standards, and controlling others through positional power. Leaders take a longer term visioning approach, develop others through coaching, and gain commitment and inspire confidence through personal influence. Overall, the document suggests that managers tell others what to do, while leaders show others how to do it.
9 Influencing Strategies Used By Leaders
Successful leaders use a reportoire of influencing strategies depending on factors such as audience and context of the discussion. We have compiled a list of 9 such strategies and explained what they look like and how you can develop them.
To get a presentation developed for your organization, reach out to us at contactus@slidekraft.com or 0091 98206 88680. We would love to design, create and deliver something amazing for you
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The document discusses the differences between managers and leaders. It provides definitions showing that managers are responsible for controlling and administering organizations, while leaders guide and inspire others. Managers focus on executing plans and maintaining stability, whereas leaders set new directions and cultivate change. Both are needed - managers ensure smooth operations while leaders drive innovation and progress. Smart organizations recognize the distinct and complementary roles of both managers and leaders.
Leadership vs. management
The document discusses the differences between leadership and management, with leadership focusing more on long term vision, change, and inspiring others while management prioritizes stability, procedures, and short term goals. It also examines different types of leadership including situational, transitional, and hierarchical leadership and how managers can transition to become effective leaders.
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Developing effective coaches in your organization is critical to its success. When armed with effective coaching skills and the inclination to coach workers regularly, managers and supervisors can dramatically uplift business results and the performance and lives of their workers.
According to a study by Bersin by Deloitte, organizations with senior leaders who coach can effectively and frequently improve business results by 21 percent compared to those who never coach.
Join BizLibrary's Libby Mullen, as she uncovers key elements of training you can implement to develop leaders that are able to create measurable differences in performance through coaching.
You will learn:
- The difference between coaching and mentoring
- How to assess, match and apply key coaching skills to align with specific employees and situations
- How to develop the most effective coaching models for your organization
- Skills development exercises to include in your training design
A "coaches’ toolkit" that includes emerging competencies for managers and leaders
Philsophy and Services of Bishop House
Bishop House Consulting focuses on building leadership capacity by working with leaders individually to increase self-awareness, develop skills, and change behaviors in order to lead effective teams and drive organizational change. Their training methods emphasize mixed leadership groups, short sessions held several weeks apart, and assignments between sessions to reinforce learning. Bishop House also customizes training content with client examples and focuses areas based on a needs assessment.
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Influence without authority
- 2. Course content © 2010, The Negotiating Table. Published by BCCG. All rights reserved. Reproduction or redistribution is prohibited without prior written permission. Moshe Cohen • Mediator - facilitator • Negotiation and leadership trainer • University instructor • Executive coach • Writer and speaker
- 3. Course content © 2010, The Negotiating Table. Published by BCCG. All rights reserved. Reproduction or redistribution is prohibited without prior written permission. Agenda • Introduction • Definitions • Models of influence – Influence through persuasion – Influence through negotiation – Influence through leadership • Skills and tools for influence • Conclusion
- 4. Course content © 2010, The Negotiating Table. Published by BCCG. All rights reserved. Reproduction or redistribution is prohibited without prior written permission. Thank You! www.CareerShorts.com Presented by Moshe Cohen Published by Course content © 2010, the Negotiating Table Business Communication Coaching Group ™ LLC All rights reserved. Reproduction or redistribution is prohibited without prior written permission.