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The Four Strategies of
Influence
Dr Tim Baker
www.winnersatwork.com.au
Objectives
Enhance confidence in dealing with multiple stakeholders
Apply some practical tools to enhance influence
Identify the four influencing strategies & their use
Influence ...
The power to make other people agree with
your opinions or get them to do what you
want willingly and ethically.
Power Bases
Coercive Power (threat)
Connection Power (networks)
Expert Power (skills)
Information Power (knowledge)
Legitimate Power (position)
Referent Power (respect)
Reward Power (favours)
(French & Raven, 1959)
Influencing Variables
Your preferred style & approach
The other person(s) style & approach
The situation & circumstances
Baker (2015)
Baker (2015)
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
The Inquisitive Investigator
Police, scientists &
researchers
Workplace incidents
such as safety or
harassment
Large scale change
initiatives when you
want people to be
onboard
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
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
manager to sell the
positives of the change,
e.g., harassment & bullying
legislation.
Situations where the
direction is vague & unclear,
e.g., your belief that
management literacy is low
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
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.
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
The Collegial Collaborator
Conductor of an orchestra,
funeral directors,
choreographers.
In circumstances where
their are diverse & strongly
held views, e.g., the
requirements for an
important new position
created in the organisation.
People need to know the
logic & rationale behind a
decision, e.g., new direction
in the business.
Leadership Development
Investigation Tools
Using third party endorsements
Structured interviews
Conduct a survey
Process mapping
Calculation Tools
Force-field analysis
Cost-benefit analysis
After action reviews
Motivation Tools
Team values charter
GROW model
Storytelling
Good news stories
Collaboration Tools
Begin with the end in mind
Giving effective feedback
Using a problem-solving approach
Paraphrasing & active listening
You can purchase my book from
Amazon or from my website or
contact me at
tim@winnersatwork.com.au
Tim Baker has written an extraordinary book. The New
Influencing Toolkit is comprehensive, practical, and
compelling. The framework is clearly explained, the
profiles ’s in influence are intriguing and memorable,
and the tools are immediately useful. The self-
assessment is alone worth the price of the book. I
highly recommend The New Influencing Toolkit.
Jim Kouzes, co-author of The Leadership Challenge;
Executive Fellow of Leadership. Leavey School of
Business, Santa Clara University.

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The four strategies of influence

  • 1. The Four Strategies of Influence Dr Tim Baker www.winnersatwork.com.au
  • 2. Objectives Enhance confidence in dealing with multiple stakeholders Apply some practical tools to enhance influence Identify the four influencing strategies & their use
  • 3. Influence ... The power to make other people agree with your opinions or get them to do what you want willingly and ethically.
  • 4. Power Bases Coercive Power (threat) Connection Power (networks) Expert Power (skills) Information Power (knowledge) Legitimate Power (position) Referent Power (respect) Reward Power (favours) (French & Raven, 1959)
  • 5. Influencing Variables Your preferred style & approach The other person(s) style & approach The situation & circumstances
  • 8. 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
  • 9. The Inquisitive Investigator Police, scientists & researchers Workplace incidents such as safety or harassment Large scale change initiatives when you want people to be onboard
  • 10. 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
  • 11. 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 manager to sell the positives of the change, e.g., harassment & bullying legislation. Situations where the direction is vague & unclear, e.g., your belief that management literacy is low
  • 12. 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
  • 13. 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.
  • 14. 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
  • 15. The Collegial Collaborator Conductor of an orchestra, funeral directors, choreographers. In circumstances where their are diverse & strongly held views, e.g., the requirements for an important new position created in the organisation. People need to know the logic & rationale behind a decision, e.g., new direction in the business.
  • 17. Investigation Tools Using third party endorsements Structured interviews Conduct a survey Process mapping
  • 19. Motivation Tools Team values charter GROW model Storytelling Good news stories
  • 20. Collaboration Tools Begin with the end in mind Giving effective feedback Using a problem-solving approach Paraphrasing & active listening
  • 21. You can purchase my book from Amazon or from my website or contact me at tim@winnersatwork.com.au Tim Baker has written an extraordinary book. The New Influencing Toolkit is comprehensive, practical, and compelling. The framework is clearly explained, the profiles ’s in influence are intriguing and memorable, and the tools are immediately useful. The self- assessment is alone worth the price of the book. I highly recommend The New Influencing Toolkit. Jim Kouzes, co-author of The Leadership Challenge; Executive Fellow of Leadership. Leavey School of Business, Santa Clara University.

Editor's Notes

  1. Workplace culture is a product of the employment relationship.