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Influencing skills - Getting results without direct authority

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Information about Influencing skills - Getting results without direct authority
Education

Published on February 27, 2014

Author: tpetite

Source: slideshare.net

Description

Influencing skills - Getting results without direct authority
Based on course taken and studies.
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Influence Skills: Getting Results Without Direct Authority December 13, 2007 Thomas Petite tpetite@gmail.com

Course Benefits    Professionals are often faced with the responsibility of completing a project without having the necessary authority or resources to meet the challenge. Harnessing the skills to effectively influence others can be the difference between success and failure. In this course, through practice sessions, video simulations, self-assessments and “real”-playing activities, you acquire the specific skills, behaviors and attitudes necessary to achieve desired results without relying on the use of authority.

What was covered?       Apply influence strategies to gain commitment from others and foster collaboration Define desired outcomes for win-win results Dynamically adjust your approach to others to gain buy-in Achieve goals by enhancing trust and cooperation Deal effectively with challenging behaviors to overcome resistance and inertia in others Use knowledge and competence rather than position and status to influence others

 We cannot change other people  We can effect desirable change in others by changing something in our behavior  The greater repertoire or choices we have, the greater probability of us getting what we want class will expand your bandwidth – behaviors and choices available to us to effect desired changes.  The

Definitions   Influence: a two way process causing a change in attitude or behavior on either a personal or group level When control tactics are used, the net effect is manipulation      Influence does not occur within any time warp   Concerned about my best interests and not yours Maintaining a closed agenda Valuing deception over honesty Resulting in questionable short term value The seeds for change are often planted today and not realized until much later We are always influencing others   We may not be getting desired results We may not even be conscious of the process we are using

Two side of Influence Positive Influence Lead by example Actively listening and participating Sitting on same side of table Open minded Invest in relationship Manipulation Your own agenda Limited engagement in mtg Not attending mtg No commitment Finger pointing Using position of power

Five Critical Influence Factors 1. 2. 3. 4. 5.    Capability: educational background or job exp. Perceived Value: What's in it for me or benefits to be derived Perceived Risk: Potential compromise to ones career or reputation Perceived Value Realization: Track record or reputation Perceived Cost: Amount of time or resources req. to complete a task or project We commit ourselves to change based on self interest If you want someone to engage in a behavior that serves your values, link your influence to their self interest Bottom Line: We cannot yield to someone else’s needs or wants until we know how it will affect us personally

Five Critical Influence Factors  Select a current situation at work that you wish to influence in a particular direction. Perform a soft calculation of how the five critical influence factors might be involved, utilizing the Basic influence formula below. (V + C +R) > X     V = Perception of Value C = Capability R = Perception of value realization X = Perception of cost and risk Range 1-5, Ranging from not at all to High

Conduct Self Checks  For all significant influence transactions, conduct a self check by asking  What did I do (or not do) to make this happen (or not happen)?

Know your desired outcome  Be clear about what outcome you want      Make the outcome clear and specific (In a positive way!) Avoid generalities Be able to visualize it Keep it in mind Be flexible in your methods for reaching it   Your bargaining power will increase You will minimize the possibility of deadlocking

Desired Outcome Commitment Effective Behavioral approach A B Influencer (Desired Outcome) (self interest) -Influencing Skills -Capability -Value -Value Realization -Cost -Risks Compliance Resistance Ineffective

Gaining Commitment Compliance Commitment Required Having Choices Involuntary Voluntary Lack of Ownership Ownership Short-Term Long Term Fear and distrust Trust and appreciation Command and control Participation

Dovetail Outcomes 1. To ensure a win-win, determine the other person’s desired outcome   2. 3.  If unsure, ask Help figure out a way for him or her to realize it Maintain your own desired outcome Create joint outcomes Net effect     Greater collaboration approaches Stronger relationships Teamwork Increased trust levels

Tools to Expand your bandwidth  Trust  Every aspect of influence is grounded in trust • Lay the foundation: believe the other person has integrity • Talking straight & not experiencing negative consequences as a result; meet commitments  Rapport & Listening Skills  Most important processes in influencing others • Rapport is situational and occurs in the moment; make the most of it  Eye contact; warm handshake, use persons name, humor; find common ground • Listening is demonstrating understanding of what the other person is saying through message feedback  Listen with max immersion

Tools to Expand your bandwidth  Using   Influencing Strategies: thinking strategically is intentional and deliberate, Tailor your strategy to the target person • Logic, Personal Appeal, Networking, Bargaining, Assertiveness, Hierarchical appeal

Influencing skills  Logic: reliance on facts and info; rational arguments   Personal Appeal: reliance on personal persuasiveness; likeability   Potential trap: creates obligations that the influencer must fulfill in the future; what is traded might not be worth what is received or exchanged Assertiveness: reliance on communicating opinions, preferences, beliefs, and feelings clearly, directly, honestly wo/putting down the other person   Potential trap: overuse could create impression that you are conspiring against someone Bargaining: reliance on give and take methods   Potential trap: over use could lead others to question your motives Networking: reliance on establishing alliances w/co-workers & others   Potential trap: not developing your ideas adequately or organizing your info logically could compromise your effectiveness. Potential trap: when used ineffectively it can alienate others Hierarchical appeal: reliance on the chain of command  Potential trap: over reliance on this strategy could undermine your relationship w/target person

Avoid Potential Influencing traps  Make     sure you do not Restrict your influencing strategies to what has worked well for you in the past Base your influencing strategy on the target person’s job title; e.g., manager vs. nonmanager Become strategic without clearly defining the target and desired outcome and anticipating the possible adverse reactions Limit your use of strategic options by not taking into account the full range of choices you have.

Tools to Expand your bandwidth  Power  and Politics: Power is your capability to exert influence • Capability + Action = Influence • Power gives opportunity to exert influence, but you have to put it into action  Political Strategies • Win-Lose; Win-Win; Avoidance • You are always exercising choices about how

Multiple Perspectives  Multiple perspectives are often interpreted as resistance.  How well do you manage multiple perspectives in your work environment? • To what extent do you engage in competitive strategies that are win-lose?  Respect or acknowledge resistance rather than suppress, avoid, or minimize it

Dealing with Resistance Triangle Talk 2. 3. Express your interests -be direct & concise -Dovetail (be win-win oriented) Find Common Ground -identify points of commonality -piggyback on ideas 1. Listen to the other person’s interests -Acknowledge their positive intent

Five Leadership Principles  Model the way    Inspire a Shared Vision   Step into the unknown, take risks, search out challenging opportunities Enable others to Act   Compelling visions, get buy in, inspire others Challenge the process   through personal example and dedicated execution Set an example and build commitment through simple daily acts that create progress and momentum Enlist support and assistance of all those who must make the project work; foster collaboration; enable others to have ownership; strengthen people by sharing info power and increasing their discretion and visibility Encourage the heart  Help others to carry on; celebrate indiv. and team accomplishments

Working with Challenging Behaviors  Our most difficult relationships offer us the greatest opportunity for growing in wisdom and openheartedness.

Challenging types of behavior  Always agreeable: not saying what you mean or doing what you say  Cynic: low tolerance for inconsistency or idealism  Arrogant: thinking you know something about everything  Whiner: something is always wrong  Wishy-washy: cant make up your mind  Pushy: trying to control, using threats

Key Strategy: Akido Talk  The goal is to be in harmony with your opponent  Harmony does not mean agreement  Focus on building collaborative relationships vs. blaming others  When blame is the goal, understanding is the casualty

Key Strategy: Akido Talk       Take a step back and get a clearer perspective Don’t make the other person wrong Avoid direct attacks Use neutral, empathetic and non-defensive words to creates rapport Use and to connect with the other person, instead of trigger words like but or however that create defensiveness Turn confrontation into cooperation   Use solution oriented questions   Avoid why questions; these lead to justifications and excuses Ask questions that start with what or how; these lead to solutions Dovetail outcomes  Find common ground

While we can’t change anyone except ourselves, there are options for influencing in the face of challenging behavior.  Look for positive intention  Stay calm  Dovetail outcomes  Make the person your ally  Don’t make the other person wrong  Avoid arguments  Avoid direct attacks  Get a clearer perspective  Use solution oriented questions  Make a plan  Use I language  Find common ground  Use Akido talk

References  All  info in this slide deck from: Learning Tree: Course 294: Influence Skills

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