SOFT POWER: INFLUENCING PEOPLE WITH INTEGRITY IN NETWORKS & MATRIX ORGS
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Keynote for senior managers of Novartis on how to influence people and strategies ethically and effectively in matrix organisations and networks / collaborations. Includes latest research from social psychology, neuroscience and behavioral economics. June 2011.
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SOFT POWER: INFLUENCING PEOPLE WITH INTEGRITY IN NETWORKS & MATRIX ORGS
- 1. SOFT POWER INFLUENCING PEOPLE WITH INTEGRITY IN NETWORKS & MATRIX ORGS NICK JANKEL, WECREATE BASEL JUNE 2011
- 2. I HOPE THAT OUR WISDOM WILL GROW WITH OUR POWER, AND TEACH US, THAT THE LESS WE USE OUR POWER THE GREATER IT WILL BE. THOMAS JEFFERSON
- 3. 12 YEARS AGO AT A WARM & INVITING CAMPUS IN REDMOND, WA
- 4. IF YOU WANT PEOPLE TO MOVE (OR CHANGE OR CHOOSE WHAT YOU WANT) YOU HAVE 3 OPTIONS
- 5. SET DOWN RULES AND PUNISH PEOPLE WHEN THEY TRANSGRESS
- 7. OR MOTIVATE THEM TO RESPOND TO AN INSIGHT, IDEA, INVITATION OR INTENTION AND WITHOUT AUTHORITY THIS IS THE ONLY LEVER WE HAVE LEFT ANYWAY
- 8. WHICH MEANS INSTILLING IN YOURSELF & THEM RESPONSE ABILITY
- 9. HUMANITY THEREFORE INFLUENCE IS ABOUT BEING MORE REAL, AUTHENTIC & EMPOWERING THAN EVER BEFORE
- 10. OPEN SENSING & HONORING OTHERS INVESTING ENERGY & TIME SHARING YOURSELF MONITORING YOUR DESIRE TO CONTROL ETC.
- 11. #1 RECOGNISE THAT SOFT POWER DEMANDS MORE OF YOU ALL OF THE TIME
- 12. 7 YEARS AGO AT A LITTLE COMPANY CALLED TESCO
- 13. MATRIX ORGS CAN BE MORE FRUSTRATING THAN THE SEQUELS TO THE MOVIE
- 14. CRACK BUT WITH THE MATRIX COMES THE SOUND OF OLD FIEFDOMS & WORKING CULTURES CRUMBLING
- 15. NETS WORK OFTEN MORE POWERFULLY THAN HIERARCHIES (ITS NO WONDER GM - INVENTOR OF LINE MANAGEMENT & THE KPI - STRUGGLES IN THE NETWORK)
- 16. PEER POWER DISPLACES HIERARCHY TO BECOME THE MOST IMPORTANT FORCE IN SOCIETY FROM THE OCCURRENCE OF OBESITY TO THE ARAB SPRING
- 18. PROOF WHEN WE SEE OTHERS DOING SOMETHING - CALLED SOCIAL PROOF - WE WANT TO DO IT TOO USED IN THE MIDDLE EAST TO REASSURE CITIZENS THAT OTHERS WERE PROTESTING TOO
- 19. AGENDAS IN NETWORKS OF PEERS THERE ARE OFTEN HIDDEN AGENDA - SO KNOWING WHO INFLUENCES WHO IN THE NETWORK IS KEY
- 20. GRAPH PLOTTING WHO THE MAJOR INFLUENCERS ARE - AS WELL AS WHETHER THEY ARE FRIEND OR FOE - CAN BE VITAL
- 21. ACCOMPLICES ALLIES AGREEMENT FENCE SITTERS ADVERSARIES OPPONENTS TRUST SOURCE: THE EMPOWERED MANAGER
- 22. #2 KNOW WHO IS WHY IN YOUR NETWORK ACTIVELY BUILD YOUR STRONG & WEAK TIES
- 23. MOTIVES WE NEED TO KNOW THEM IN ORDER TO USE THE RIGHT LEVERS TO GAIN THE AGREEMENT OF OTHERS
- 24. SIGNALING & CAREER STATUS CONCERNS SIGNALING AND CAREER STATUS FUN & ENJOYMENT MONEY CONCERNS FUN AND ENJOYMENT REPUTATION EXTRINSIC MONEY REPUTATION AUTOMONY INTRINSIC MOTIVATIONS PROFESSIONALS MOTIVATIONS RECIPROCITY AND PERSONAL USER NEEDUSER NEED IDENITY PROFESSIONAL RECIPROCITY & PERSONAL AUTONOMY LEANING AND IDENTITY LEARNING SKILLS DEVELOPMENT INTELLECTUAL & SKILLS CHALLENGE INTELLECTUAL DEVELOPMENT CHALLENGE ! SOURCE: IDEO
- 25. THE BIG 5 FEAR FAME FORTUNE FRUSTRATION FREEDOM (REALISATION, GROWTH ETC)
- 26. INSIDE INTRINSIC MOTIVATIONS APPEAR TO TRUMP OUR EXTRINSIC MOTIVATIONS
- 27. VALUES ARE MORE IMPORTANT THAN THINGS OF VALUE INTRINSICALLY MOTIVATED BEHAVIOR OFTEN DROPS OFF WHEN PEOPLE ARE REWARDED WITH ‘THINGS’
- 28. FORGET COARSE FINANCIAL INCENTIVES. TAP INTO THE REAL REASON PEOPLE WANT TO CONTRIBUTE TO YOUR VISION
- 29. GROWTH IS THE KEY MOTIVE FOR COLLABORATIING IN A NETWORK LEARNING, MASTERING, EXPLORING, EXPERIENCING, EXPANDING
- 30. TREAT PEOPLE AS IF THEY HAVE ALREADY DONE WHAT YOU THINK IS BEST (PEOPLE WILL WANT TO ACT IN CONGRUENCE WITH HOW THEY ARE SEEN)
- 31. #3 GAUGE PEOPLE’S VALUES FULFILL THE INTERNAL BEFORE THE EXTERNAL
- 32. CHANGE HOW DO WE TAP INTO PEOPLE’S MOTIVATIONS & VALUES TO CREATE CHANGE?
- 33. *INSIGHT CONSUMER DATA, TREND ANALYSIS, MARKET MAPS, SYSTEMS THINKING, APPRECIATIVE INQUIRY
- 34. EXPERT INSIGHTS PROVIDE AUTHORITY WHEN YOU DON’T HAVE AUTHORITY OF POSITION
- 35. SEDUCE INSIGHTS (& STRATEGY TOOLS) CAN WIN OVER ANY LEFT-BRAINER
- 36. CONSENSUS INSIGHTS - WHEN DEVELOPED COLLECTIVELY - CAN GENERATE MUCH NEEDED AGREEMENT ON THE UNDERLYING PROBLEM / QUESTION / REALITY
- 37. *INVITE START A PILOT, CONVENE A MEETING OF MINDS, CREATE A WORKING GROUP OR FACEBOOK PAGE AND ENABLE PEOPLE TO GET INVOLVED
- 38. MATCH PEOPLE ARE MORE LIKELY TO DO THINGS FOR YOU ONCE YOU HAVE DONE SOMETHING FOR THEM RECIPROCITY AN INSANCELY POWERFUL FORCE
- 39. MIRROR WE WANT TO DO THINGS FOR PEOPLE WE FEEL ‘GET’ US
- 40. LOVE? IRRESPECTIVE OF WHETHER WE LIKE THEM OR NOT
- 42. STORIES WHAT IS POSSIBLE IF WE DO X? WHAT WE MIGHT LOSE IF WE DON’T DO Y? WHAT MISTAKES WE MADE DOING Z? WHAT IS THE CONTEXT OF OUR REQUEST? WHAT IS THE TEAM GREAT AT ALREADY?
- 43. MOON WHEN JFK GAVE HIS MOON SHOT SPEECH IN 1961 WE DIDN’T HAVE THE METALS, PROPULSION POWER, COMPUTERS, NAV SYSTEMS OR ASTRONAUTS TO GET US THERE
- 44. 8 YEARS LATER
- 46. EMOTE EMOTION IS CRITICAL FOR ALL DECISION- MAKING NEUROSCIENCE SHOWS WHEN WE HAVE NO EMOTION, WE CAN’T DECIDE ANYTHING
- 47. PERFORM BODY LANGUAGE SAYS MORE THAN MANY WORDS
- 48. #4 VITAL TO DEVELOP OUR CAPACITY TO WIELD INSIGHTS, INVITES & IMAGINATION AND THEN EMBODY THEM
- 49. PRINCIPLE OF HOW WE ‘ORGANISE’ OUR ORGANISATIONS IS CHANGING RADICALLY
- 50. HIERARCHIES / NETWORKS BUREAUCRACIES TRIBES / MARKETS CLASS
- 51. TRIBE / CLASS HIERARCHY MARKET NETWORK REWARDS GAINED EMERGENCE CENTRAL STRENGTH THROUGH RULES DICTATED BY THROUGH THROUGH CO- IDEA SOLIDARITY ELITES COMPETITION CREATION KEY IDEOLOGIES OF PROFIT MOTIVE OF RESPONSIBILITY OF KIN TIES OF GROUP FORCE SILOS INDIVIDUALS COMMUNITIES GROWTH & LOYALTY AND FEAR AND VESTED GREED & SELF- REALISATION OF MOTIVES GROUP WELLBEING INTEREST INTEREST COLLECTIVE POTENTIAL TYPES OF COLLABORATOR / HERO AUTOCRAT TECHNOCRAT LEADER INFLUENCER
- 53. NUDGE PEOPLE TOWARDS SUCCESS WITH CRITERIA, CHECKLISTS, RESPONSIVE WORKFLOWS, SMART AGREEMENTS, MEETING DESIGN ETC
- 54. THUMB REPLACE RULES OF GOOD AND BAD WITH RULES OF THUMB (HEURISTICS)
- 55. DIVERSE TEAMS MORE LIKELY TO CREATE BRILLIANCE THAN INDIVIDUAL GENIUSES
- 56. CULTURES OF COLLABORATION ARE GEARED FOR INFLUENCING
- 57. #5 IN NETWORKS, INDIVIDUALS CAN INFLUENCE LARGE TEAMS TO GENERATE A CULTURE OF INNOVATION FROM THE BOTTOM-UP (WITHOUT MASSIVE INVESTMENT)
- 58. INSTANT IS GREAT IN COFFEE BUT UNREALISTIC IN THE DEVELOPMENT OF GREAT INFLUENCING SKILLS
- 59. JOURNEY TOGETHER WITH PEERS SHARE SUCCESSES LAUGH ABOUT FAILURES
- 62. UNLESS YOU GIVE UP LEARNING HOW TO INFLUENCE
- 63. #6 SETTLE IN FOR A LIFELONG JOURNEY TO DEVELOP A SKILL THAT WILL PUT YOU STEPS AHEAD OF OTHERS IN THE NETWORKED ECONOMY
- 64. 1 MONTH AGO PITCHING A TV SHOW IN NEW YORK
- 66. A CERTAIN... JE NE SAIS QUOI
- 67. THE INFLUENCER’S PARADOX HUMILITY WITH HUGE AMBITION MODESTY WITH MAGIC LISTENING WITH LIONIZING
- 70. MORAL COMPASS NEEDS CONSTANT TUNING
- 71. SERVE ASK YOURSELF THESE... 1) HOW CAN I BEST SERVE WHAT IS SEEKING TO EMERGE? 2) HOW CAN I GENERATE A CONTEXT THAT CREATES THE BEST RESULT FOR...?
- 72. WHO? THAT IS THE QUESTION TO CONTEMPLATE ONGOINGLY WHO DO WE WANT TO WIN?
- 73. WIN WIN AND ABOVE ALL, WHAT IS THE WIN WIN WIN THAT HAS THE ORG, OURSELF AND SOCIETY WIN?
- 74. ALWAYS EXIST IF WILLING TO ABANDON ASSUMPTIONS AND SEARCH FOR HIGHEST VALUES SHARED BY ALL
- 75. BELIEVE IF WE HAVE THE MORAL IMAGINATION THAT STEMS FROM THE RIGHT INTENT THEN THERE IS ALWAYS A WIN WIN WIN
- 76. #7 LEVERAGING HONED INTENT IS THE KEY TO SOFT, STRONG & LONG LASTING POWER
- 77. ALL POWER IS A TRUST; WE ARE ACCOUNTABLE FOR ITS EXERCISE; THAT FROM THE PEOPLE, AND FOR THE PEOPLE ALL SPRINGS, AND ALL MUST EXIST DISRAELI
- 78. N.B. GREAT INFLUENCERS PLAY A KEY ROLE - PERHAPS SOON THE KEY ROLE - IN THE GROWTH OF ANY NETWORKED BUSINESS