The document discusses strategies for influencing and persuading individuals, emphasizing the importance of understanding personal motivations and the dynamics of change. It outlines various influencing styles and skills, such as clarity in communication and building trust through relationships. The key takeaway is that effective influencers must know their strengths, understand the perspectives of others, and clearly articulate their goals while encouraging collaboration.

1. Nicole Hennig, MLShennig@MIT.EDURebecca Jones, MLSrebecca@dysartjones.comPersuasion, Influence & Innovative Ideas

2. “I have an idea, or thoughts about a new approach”

3. Important to keep in mindAn idea or anything new = changePeople don’t like change when it involves themGroup = individuals each with their own perspectives & preferences

5. It’s kinda simple, really:Why are some naysayers?Don’t see what’s in it for themFearSense of “loss” outweighs any element of benefit“Laters” or “Laggards”The Classic Corn Research & Early Adopters

6. Influencing is built on:

7. We keep learning…Influence without Authority by Cohen and BradfordThe Art of Woo by Shell and MoussaInfluencer by Patterson & GrennyThe Influence Modelin Journal of Organizational Excellence, Winter 2005Situation Management Systems’ Positive Power and Influence Programs www.smsinc.comDave Pollard’s How to Save the Worldblog

8. Influencing others starts with ourselvesWe have to see ourselves as influencersWe must be clear on what we want to see happenWe must learn new approaches“Influence may be the highest level of all human skills.”

9. Some underlying principlesOne in ten Americans tell the other nine how to vote, where to eat, & what to buyPassionate, informed, well-connected, articulate people with broad social networks, to whom others look for advice & recommendations“Talkers”The InfluentialsKeller & Berry, 2003

10. Effective influencers tend to be:“Expert” in a specific domain “Early Adopters” or certainly know how to build relationships with early adopters to move change throughOpinion leadersKnowledgeable about the issues being dealt withViewed as trustworthyWith connectionsUse their knowledge & connections to help others

11. Cohen-Bradford Influence without Authority ModelIdentify currencies: yours & theirsDiagnose the other person’s situationInfluence through give & takeDevelop & deal with relationshipsAssume all are potential alliesClarify your goals & priorities

12. Influencing is built on:

13. Influencing skillsCompetenceKnow your strengths & weaknessesWork to your strengthsKeep the organizational perspectiveCritical success factor for credibility & expertise

14. Influencing skillsRelationshipsGet to know people, what they do, & keep in touch – regardless of levelBuild trust; it’s incremental & fragileMust understand your organization’s hidden yet important relationships & where the real power liesIts “organization quotient” differs from its formal structure Forbes, July 23, 2007“You cannot antagonize and influence at the same time.” J.S. Knox

15. Influencing skillsClarityBe clear on what you want Be clear on what you’ve got, & where your lines will be drawnCommunicate clearly, in the style of the listener

16. Influencing skillsClarityCommunication styles:Pre-1965: prefer face-to-faceMotivator: I’m neededPre-1981: prefer e-mailMotivator: doing it my wayPost-1981: prefer IMMotivator: being part of creative teamHammil’s “Mixing & Managing Four Generations of Employees”, FDU Magazine Winter/Spring 2005

17. Being part of the quotientTo move to the decision-making table:Clear direction which can be articulatedCross-functional experienceFinancial understanding of ROI & investmentsPresence, confidence, clarityRebecca Jones research for SLA Executive Institute, Information Outlook

18. Influencing StylesInvolving – “pull” -communication style matches others’; building collaborationInquiring – “push” - listening carefully to identify others’ needs & ‘currencies’; to give & takeLeading – “pull” - engaging people to share stories & common groundsProposing – “push” - presenting possible solutions or a choice of options; structured & rational

19. InquiringBased on assumption that people are more motivated by what they’ll lose Scarcity principle: people want what they can’t havePresent an idea, explaining what it is they’ll get from you or what they might lose

20. Leading or VisioningBased on assumption that people want to help create the solutionRequires a good blend of both expertise & credibility - & trustUse images & metaphors, not facts & logic

21. Proposing or PersuadingGoal is to gain real commitmentManage the credibility cardWhat do they want that you can give them?Why might they say no?Close the sale“Will you commit?”“When will you..”Not “We hope you will….”

22. InvolvingBased on assumption that people like to be a part of what other people are involved inName specific individuals who are or have been involvedWorks especially well if the people LIKE those who are involvedPeople are more influenced when they feel they are part of the process, are complimented & thanked for their contribution

23. All stylesRequire:Clarity – communication skills are criticalCompetence – must know what you are doingRelationships – must know which style to pursue

24. Thank youLet us know how you are doing!rebecca@dysartjones.comhennig@MIT.EDU