NJAIS Managing Up and Organizational Savvy
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This document summarizes a presentation about influencing organizational change without direct authority. It discusses key concepts like influence without authority, managing up, and organizational savvy. It outlines John Kotter's eight stages of creating major change and common errors. The presentation provides strategies for gaining trust and credibility to influence others, and practices applying influence tactics through role plays. It emphasizes that even leaders need to influence and the importance of diversity, equity and inclusion initiatives. The goal is for attendees to identify high-impact ideas to apply and ways to follow through on taking action.
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NJAIS Managing Up and Organizational Savvy
- 1. Managing Up & Organizational Savvy: Influence Without Authority Admission Officers Conference May 15, 2019 Ari M. Betof, Ed.D. Organizational Sustainability Consulting
- 2. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority Agenda • Understanding Your Role In Context • Key Concepts – Influence Without Authority, Managing Up, & Organizational Savvy • Practice J • Takeaways
- 3. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority A real, live case study in influence without authority….
- 4. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority PollEv.com/aribetof227
- 5. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority Three Key Concepts – • Influence Without Authority • Managing Up • Organizational Savvy
- 6. Influence – “the power or capacity of causing an effect in indirect or intangible ways” or “the act or power of producing an effect without apparent exertion of force or direct exercise of command” ~Merriam-Webster
- 7. Influence – “The capacity to impact agendas and outcomes, and bring other people on board.” ~The Influence Effect
- 8. Authority – “persons in command” ~Marriam-Webster
- 9. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority Influence Without Authority
- 10. Managing Up – “To many people, the phrase ‘managing your boss’ may sound unusual or suspicious. Because of the traditional top-down emphasis in most organizations, it is not obvious why you need to manage relationships upward—unless, of course, you would do so for personal or political reasons. But we are not referring to political maneuvering or to apple polishing. We are using the term to mean the process of consciously working with your superior to obtain the best possible results for you, your boss, and the company.” ~John J. Gabarro and John P. Kotter, “Managing Your Boss” in Harvard Business Review (January 2005)
- 11. Savvy – “having or showing perception, comprehension, or shrewdness especially in practical matters” ~Merriam-Webster Photo: BoardEffect Annual Conference
- 12. Organizational Savvy – “Organizational politics are informal, unofficial, and sometimes behind-the- scenes efforts to sell ideas, influence an organization, increase power, or achieve other targeted objectives.” ~Survival of the Savvy by Rick Brandon and Marty Seldman
- 14. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority So, how do you…. Influence the arc of change at your school without explicit authority through managing up and leveraging organizational savvy?
- 15. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority Thoughtfully Intentionally Mindfully Passionately Diligently
- 16. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority So, how do you…. Influence the arc of change in your school without explicit authority through managing up and leveraging organizational savvy? First, we have to understand how change happens in organizations…
- 17. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority Eight-Stage Process of Creating Major Change 1. Establishing a sense of urgency 2. Creating the guiding coalition 3. Developing a vision and strategy 4. Communication the change vision 5. Empowering broad-based action 6. Generating short term wins 7. Consolidating gains and producing more change Eight-Stage Process of Creating Major Change 1. Establishing a sense of urgency 2. Creating the guiding coalition 3. Developing a vision and strategy 4. Communication the change vision 5. Empowering broad-based action 6. Generating short term wins Eight-Stage Process of Creating Major Change 1. Establishing a sense of urgency 2. Creating the guiding coalition 3. Developing a vision and strategy 4. Communication the change vision 5. Empowering broad-based action Eight-Stage Process of Creating Major Change 1. Establishing a sense of urgency 2. Creating the guiding coalition 3. Developing a vision and strategy 4. Communication the change vision Eight-Stage Process of Creating Major Change 1. Establishing a sense of urgency 2. Creating the guiding coalition 3. Developing a vision and strategy Eight-Stage Process of Creating Major Change 1. Establishing a sense of urgency 2. Creating the guiding coalition Eight-Stage Process of Creating Major Change 1. Establishing a sense of urgency Eight-Stage Process of Creating Major Change Eight-Stage Process of Creating Major Change 1. Establishing a sense of urgency 2. Creating the guiding coalition 3. Developing a vision and strategy 4. Communication the change vision 5. Empowering broad-based action 6. Generating short term wins 7. Consolidating gains and producing more change 8. Anchoring new approaches in the culture Eight Most Common Errors of Change Processes 1. Allowing too much complacency 2. Failing to create a sufficiently powerful guiding coalition 3. Underestimating the power of vision 4. Under communicating the vision by a factor of 10 (100 or even 1,000) 5. Permitting obstacles to block the new vision 6. Failing to create short term wins 7. Declaring victory too soon 8. Neglecting to anchor changes firmly in the culture John P. Kotter’s Leading Change
- 18. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority Before We Continue, Clarifying Questions…
- 19. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority Reflecting on Successful Change • Think about a time when you or someone you know within an organization (not the head) championed a positive change you care about? • Spend 2-minutes freewriting… -What happened? -Why? • Share
- 20. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority Reactions to Influence Attempts • Resistance • Compliance • Commitment
- 21. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority Influence, Credibility & Trust
- 22. Can I trust this person?
- 24. Deliver results, keep commitments Act with integrity Show respect and concern for others TRUST Building Trusting Relationships
- 25. Center for Creative Leadership
- 26. Center for Creative Leadership
- 27. Influence: Gaining Commitment, Getting Results Second Edition by Harold Scharlatt and Roland Smith Center for Creative Leadership
- 29. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority Practice J
- 30. Practice – Role Play “True North” 1. Identify an initiative that you want to influence 2. Select an influence tactic 3. Write a brief summary 4. Groups of three (3) 5. Facilitated role play: - “I liked…” - “I wish…” - “What if…”
- 31. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority Two Additional Thoughts…
- 32. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority The Authority Myth
- 33. Even the most senior leaders need to influence without relying upon authority – “It is an illusion that once upon a time managers could make their direct reports do whatever was needed. Nobody has ever had enough authority—they never have and never will. Organizational life is too complicated for that.” ~Allan R. Cohen, Influence Without Authority
- 34. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority Implications for a School’s Deepening Commitment to Diversity, Equity, and Inclusion
- 35. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority Takeaways
- 36. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority Takeaways • Identify 1-3 impactful ideas that you want to bring back to your school • Decide a way these ideas won’t get lost in significant volume of daily work • Then, decide how you are going to hold yourself accountable for follow-through • Execute on your takeaways plan
- 37. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority Final Reflections • I learned… • I re-learned… • I remember… • I wonder… • I hope….
- 38. Two Resources to Learn More Influence: Gaining Commitment, Getting Results Second Edition by Harold Scharlatt and Roland Smith, Center for Creative Leadership Getting Things Done When You Are Not in Charge Second Edition by George M. Bellman
- 39. Organizational Sustainability Consulting Managing Up & Organizational Savvy: Influence Without Authority Thank You! Continue the conversation… @AriBetof @OrgSustainability abetof@orgsustainability.com