There are four ways to influence anybody about anything. This unit is a debrief for an online diagnostic called the Influencing Capabilities Profile.

1. Dr Tim Baker
tim@winnersatwork.com.au
www.winnersatwork.com.au
Influencing From A Distance

2. Unit 1—Managing
Performance Remotely
Unit 2—Coaching from a
Distance
Unit 3—Giving Feedback
Remotely
Unit 4—Building
Motivation & Morale
Unit 5—Dealing with
Conflict & Negotiation
Unit 6—Influencing from a
Distance

3. Conflict &
Negotiation
Options

4. Influence
Influencing capabilities framework
Four influencing strategies
Tools of 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
Influencing Capabilities
Framework

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.

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

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

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

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

23. Your homework
Exercise different forms
of influence depending
on the situation & the
person.

24. Unit 1—Managing
Performance Remotely
Unit 2—Coaching from a
Distance
Unit 3—Giving Feedback
Remotely
Unit 4—Building
Motivation & Morale
Unit 5—Dealing with
Conflict & Negotiation
Unit 6—Influencing from a
Distance