The document provides an overview of influencing skills. It discusses influencing others by persuading them of your point of view and convincing them that your ideas will benefit them. The document outlines techniques for developing influencing abilities such as identifying relevant priorities and currencies for yourself and others, diagnosing others' perspectives, and influencing through give-and-take. It also addresses potential barriers to influencing like organizational politics and a lack of credibility or relationship with those being influenced. The goal is to learn skills for improving performance when attempting to influence others.

1. INFLUENCING SKILLS
Elaine Clarke

2. Workshop Objectives
• To explore the nature and context of influencing
• To discuss the elements of the influencing and persuading
process
• To develop techniques and skills aimed at improving
performance
• To practise these techniques and skills in an
unthreatening environment

3. WHAT IS INFLUENCING?

4. What is influencing?
• Ability to persuade someone to act or behave differently
• Persuading others to see your point of view
• Convince people that your idea will work, or will be of
benefit to them
• Making people receptive to your ideas and willing to
consider your suggestions
• Getting people to act willingly
• Ability to achieve our personal objectives whilst building,
or maintaining, productive working relationships with
others
• Getting results that ‘stick’, meet legitimate needs and feel
fair

5. Developing your ability to influence more
effectively will enable you to:
• Build relationships built on trust which foster collaborative
working
• Increase your credibility rating with other people
• Inspire others to follow your lead
• Develop persuasive communication techniques
• Avoid manipulative practice and therefore maintain strong
working relationships
• Develop your career positively
• www.deborahdalley.com

6. WHAT ARE THE
POTENTIAL BARRIERS
TO INFLUENCING?

7. INFLUENCING WITHIN
CONTEXT

8. ORGANISATIONAL
POLITICS

9. Influencing within context
What is politics?
When is it helpful?
When can it be harmful?
Why is it important to understand organisational politics?

10. Thoughts……..
Do you know any ‘political animals’?
Are there things they do that you could usefully emulate?
What do you dislike about them?
What are their common characteristics?
What behaviours do they show?

11. The Games People Play – 1
Played against higher level players – often seen
as kicking against ‘Authority’ or ‘They’. Can be
led by Trades Unions but more usually comes
from small, informal cadres within teams.
Resistance and
Revolution Game
The higher level players fight back.
Played by lower level players who want to
build their personal power by bonding with
powerful superiors.
‘Smash the
Revolution’
Game
Favouritism
Game

12. The Games People Play – 2
Played particularly by middle and senior
managers who build their power base by
increasing their resources, e.g. staff, budgets,
buildings, functions, departments.
When there’s more than one king (or queen) of
the castle game going on then this is the game
which may be played next. The rivalry is often
between departments (the classic Sales versus
Production rivalry) but it may also be over
values, goals and visions.
King of the
Castle Game
Gang Game

13. The Games People Play – 3
Played by “experts” who use the ‘mystery’ of
their technical skills and knowledge to hold
power over others. Typically, they over-
emphasise the difficulty of what they do to
keep others in their place.
Knowledge
and Skill Game
Often played by new managers in middle
and senior positions who bring in their own
candidates to increase their power and
safeguard their territory.
Promotion and
Position Game

14. POWER AND INFLUENCING

15. Power and influencing
• Power is important to managers. It gives them the ability
to get things done, through their resources.

16. Power and influencing
• Power is important to managers. It gives them the ability
to get things done, through their resources.
• Power is neutral. It can be used for good or bad ends.

17. Power and influencing
• Power is important to managers. It gives them the ability
to get things done, through their resources.
• Power is neutral. It can be used for good or bad ends.
• How people use their power is up to them and their
personal ethics and values

18. Power and influencing
• Power is important to managers. It gives them the ability
to get things done, through their resources.
• Power is neutral. It can be used for good or bad ends.
• How people use their power is up to them and their
personal ethics and values
• It is important to know what power we have and where it
comes from.

19. Sources of power
• Authority/Position
• Expert
• Resource
• Interpersonal
• Networks

20. Thoughts………
Is authority power all that a manager needs?
Does every manager have this power because of his/her
job?
Do you need to have expert power to be a successful
manager?
Do you need to be a manager to have resource power?
Who can you think of who has interpersonal power?
Why do managers need to network upwards?
Are there any trends, events or changes on the horizon that
might demand different patterns of success for the future?

21. Thoughts………Credibility
Who are the people who influence you most?
Who has the greatest influence over you?
Who would be most likely to persuade you to a new course
of action?
What is it about these individuals that enables them to
influence you?
Why would you listen to them and act upon their words?
How would you rate your own credibility? Perceived
expertise / strength of relationship

22. What is influencing therefore NOT?
• Manipulation
• The misuse of power
• Being tactical
• Controlling someone
• Forcing someone to accept our views
• Nagging
• Debating
• Giving orders

23. PREPARING YOUR CASE

24. Preparing your case
• Clarify objective – what is it exactly that you want to achieve?
• Who can make it happen?
• How important is it to have a strong relationship with those we
are trying to influence?
• Decide who will be affected, and in what way, if you get what
you want.
• Who will benefit?
• Who will worry / lose out?
• Think about likely levels of opposition and support.
• Who can you count on for total support? How can you use this?
• What objections are most likely to be raised?
• How will you deal with objections?
• What evidence can you present?

25. The Influence Model (Cohen-Bradford)
Used whenever:
• You need help from someone over whom you have no
authority
• The other person is resisting helping you
• You don’t have a good relationship with the person from
whom you need help
• You have one opportunity to ask the person for help
• You don’t know the other person well

26. The Cohen-Bradford IWA Model
Influence
through
give and
take
Identify
relevant
currencies,
theirs and
yours
Diagnose
the world of
the other
person
Clarify your
goals and
priorities
Deal with
relationships
Assume all
are
potential
allies

27. Influence withoutAuthority Model
• Assume that everyone is a potential ally (can help you)
• What are your overlapping interests?
• Do you view this person positively or negatively?
• Clarify your goals and objectives
• What common goals do you have?
• What are your objectives for the relationship?
• What are your ‘must-haves’? What are their ‘must haves’? Primary and secondary goals
• Keep personal wants out of it
• Diagnose the world of the other person
• What organisational forces or pressures exist in (project, strategic objectives, etc)?
• How are they rewarded, recognised, promoted?
• What assumptions do you have about them? Can you put aside any negative assumptions?
• Identify relevant currencies – theirs and yours
• What do they care about and how can you help them accomplish it?
• What do they REALLY get out of the relationship?
• Deal with relationship
• How does the person want to be related to
• Build relationship and trust
• Is the nature of the relationship positive, neutral or negative? How can you make it more positive?
• Take time
• Build your own emotional intelligence
• Influence through give and take
• Where can you be more flexible?

28. Understand the other person’s situation
• How is this person measured at work?
• What are his or her primary responsibilities?
• Does this person experience pressure from boss or peer
pressure from colleagues?
• What is the culture of this person’s
team/department/organisation?
• What does this person’s boss expect from them?
• What seems to be important to this person?
• What drives his/her behaviour?

29. Currencies- Identify whatmatters to you and to them (keepan open mind!)
Factors most often valued
in organisations:
Related to: Approach:
Inspiration Inspiration, vision, morality, strength.
People need to find meaning in what
they’re doing e.g. contributing to a
valued cause
Explain the significance
Show that it’s the right thing to do
Appeal to sense of integrity and virtue
Task Getting the job done
Exchange of resources – money,
people, supplies.
Challenge
Offer to help on current project (e.g.
resources, assistance, information,
expertise)
Offer opportunity to test or expand
skills
Position Recognition, reputation, visibility,
‘insiderness’/importance
Contacts
Climbing organisational ladder
Publicly acknowledging their efforts
Offer high-profile opportunities
Being seen as competent, committed
Link project to respected individuals
Relationship Desire to belong
Acceptance /inclusion
Strong relationships with team and
colleagues
Offer understanding and support
Use active listening
Offer personal and emotional backing
Show gratitude
Personal Ownership / involvement
Self-concept
Comfort
Relate on a personal level
Show sincere gratitude
Allow freedom to make own decisions
if part of their team
Affirm values, self-esteem, identity
Keep things simple and hassle-free

30. Support vs Opposition
Person I
want to
influence
High level of
opposition
Some
opposition
Some
support
High level of
support
O.Dear Could perceive
plan as
reducing his
power
E.Bygum Has
mentioned
we need
this in the
past
B.Nicenow This will open
opportunities for
collaboration

31. Handling objections
• Objection likely to
be…………………………
……………………………
…………………
• To handle this objection
offer:
Evidence of success
elsewhere
Reassurance
More information
Something else.
Explain……………………
………………………………
…
• The benefits this person
will enjoy if my plan goes
ahead
are………………………
……………………………
…………………

32. Influencing Styles
• Involving – “pull” – communication style matches others’;
building collaboration
• Inquiring – “push” – listening carefully to identify others’
needs and ‘currencies’; to give and take
• Leading – “pull” – engaging people to share stories and
common grounds
• Proposing – “push” – presenting possible solutions or a
choice of options; structured and rational

33. Communicating effectively
• Right time and place
• Pitch your proposal at the right level
• Technical, detailed, general….
• Present ideas clearly and logically
• Look objectively from their point of view
• Listen, and ask open-ended questions
• Invite questions and answer them thoroughly
• Be patient
• Don’t skip bad news
• Spell out benefits (So what?)
• Use empathy (carefully)
• Use open and friendly body language

34. Possible causes of resistance
• Listening but not hearing
• People feeling threatened
• Frightened of making a mistake
• Perception of ‘over-selling’
• Don’t fully understand what you are proposing

35. • Why might people listen but not hear?
• Have different agenda
• Believe proposals are not in their best interest
• Don’t recognize the importance of your strategy
• Are not convinced that you’ve considered all of the implications
• Make assumptions based on past experiences

36. Getting to agreement
• Sell the benefits
• Deal with objections
• Offer solutions
• Provide reassurances
• Give examples of how this has worked with others, in the past, in
other organisations…..
• Show, by what you say and what you do, that you are
looking for a win-win outcome
• Summarise what has been agreed

37. Observers
• Pay particular attention to:
• Language
• Tone
• Active listening
• Evidence
• Reassurance
• Affirmation
• Appeals
• More information

38. NOW IT’S YOUR TURN

39. After agreement…..
• Keep track of progress
• Who is with you and who isn’t
• Record meetings, conversations and outcomes
• Adjust strategy
• Keep track
• Keep others informed
• Work to maintain positive relationships

40. Build power…..
• Ask someone senior to be your mentor
• Make links at many levels, especially upwards
• Speak up at meetings
• Get involved in projects
• Give presentations
• Write articles for company intranets, magazines and newsletters
• Decide what you want and set clear goals
• Find out what people want, above and below
• See things from senior managers’ point of view – they have constraints too
• Keep up-to-date with the rules of the game; values, culture and people
• Help others, especially those in your team
• Coach your team so they value your expertise
• Be prepared to say no
• Think about your image – your appearance and the appearance of your work, your
desk….

41. Personal action
• What strategies might help you to increase your power?
• What might disempower you?
• What relationships do you need to improve?
• How can you find out what people’s perceptions of you
are?
• Where do you have a limitation that will make influencing
more difficult?
• How can you overcome any limitations?

42. Credibility
Strength of Relationship
Perceived
Expertise
Strong on
expertise.
Weak on
relationship.
Strong on
expertise.
Strong on
relationship.
Weak on
expertise.
Weak on
relationship.
Strong on
relationship.
Weak on
expertise.
1 2 3 4 5
1
2
3
4
5

43. The framework
• Preparing your case
• Position, problems, possibilities and proposal
• Anticipating problems and developing acceptable
solutions

44. Putting your case into action
• Target those who will need extra attention and persuasion
• Identify the benefits for them
• Communicate ideas effectively
• Check understanding
• Gain agreement
• Follow up action

45. Handling objections
Use thisOrganizerbefore you start your influencingcampaign
Objections likely to be raised by:…………………………………………………………………
1……………………………………………………………………………………………………………………..
……………………………………………………………………......................................................................
To handle this objection, offer:
 Evidence of success elsewhere
 Reassurance
 More information
 Something else (explain):…………………………………………………………………………………………..
2……………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………….
To handle this objection, offer:
 Evidence of success elsewhere
 Reassurance
 More information
 Something else (explain):…………………………………………………………………………………………….
2………………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………….
To handle this objection, offer:
 Evidence of success elsewhere
 Reassurance
 More information
 Something else (explain):……………………………………………………………………………………………….

46. Workshop Objectives
• To explore the nature and context of influencing
• To discuss the elements of the influencing and persuading
process
• To develop techniques and skills aimed at improving
performance
• To practise these techniques and skills in an
unthreatening environment