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Professionalism influence without authority rev104

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Information about Professionalism influence without authority rev104

Published on August 31, 2013

Author: rplatt

Source: slideshare.net

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This presentation was created by Richard Platt - Managing Partner of the Strategy + Innovation Group and Pete Rooks Director of the Leadership and Professional Programs of the University of Portland

A PROFESSIONAL APPROACH TO OVERCOMING ORGANIZATIONAL INERTIA AND ENTROPY
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A PROFESSIONAL APPROACH TO OVERCOMING ORGANIZATIONAL INERTIA AND ENTROPY INSTRUCTORS: RICHARD PLATT: STRATEGY + INNOVATION GROUP - MANAGING PARTNER PETE ROOKS: UNIVERSITY OF PORTLAND – DIRECTOR, LEADERSHIP and PROFESSIONAL PROGRAMS

• What is the problem / opportunity? • Why do we care? – Who here is happy w/ everything at work? – What are the challenges that you are having at work?

Copyright Protected | Property of the Strategy + Innovation Group 3 THE NEED FOR EFFECTIVE LEADERSHIP MODELS  Increasing competitive demands meeting increasing ineffectiveness of current leadership models  Leading more diverse (younger/international) workforce with new /different demands than previous generations  Greater emphasis on quality & service; ―getting by‖ doesn‘t cut it  Greater complexity of systems and simultaneously managing a more independent workforce This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 4 THE NEED FOR EFFECTIVE LEADERSHIP MODELS  Less employees to do more work, greater engagement required.  Conflict of managing by demand / edict vs. leading by influencing employees  Prevalent issue of dysfunctional organizational & individual performance  Leading by values, beliefs, and mission alone are not enough for the task This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 5This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 5 THE POWER OF PROFESSIONALISM “Technical competency will get you onto the green. But a professional puts it into the cup every time”

Copyright Protected | Property of the Strategy + Innovation Group 6This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 6 WHY PROFESSIONALISM MATTERS Professionals hold it together under difficult circumstances Professionals 1. Demonstrate mastery in their work 2. Conduct themselves in a way that engenders trust Choosing to be a Professional provides an identity that raises your sights above mediocrity  People who view themselves as professionals outperform, outsmart and outlast others

Copyright Protected | Property of the Strategy + Innovation Group 7This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 7 WHY PROFESSIONALISM MATTERS The Effectiveness of a Professional is Balanced “What You Do” (blade #1) Skill Set (Technical Competency) “How” you go about Your Work (blade #2) Mind Set (Leadership Competency) Note: Experts are not necessarily Professionals

Copyright Protected | Property of the Strategy + Innovation Group 8This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 8 FOUNDATIONS OF PROFESSIONALISM Trust: The One Thing You Have to Get Right With Trust: people are more confident, proactive and hopeful Without Trust: people are more skeptical, withdrawn and pessimistic Gaining Trust is based on supporting another‘s priorities, protecting their self-interests and respecting their values 3 elements needed in order to Build Trust: Character, Competence and Judgment

Copyright Protected | Property of the Strategy + Innovation Group 9This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 9 FOUNDATIONS OF PROFESSIONALISM Trust: (Continued) Consistency, an inseparable correlation between it and trust. You cannot have trust without it.  Show up as a professional, not merely when it suits your needs  No mixed messages, be clear  No double standards,  No creative rationalizations

Copyright Protected | Property of the Strategy + Innovation Group 10This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 10 FOUNDATIONS OF PROFESSIONALISM The Big Picture  Acting responsibly  Being self-reliant  Demonstrating loyalty  Being industrious  Exercising discipline and restraint  Taking pride in one‘s work  and having a reputation of being trustworthy

Copyright Protected | Property of the Strategy + Innovation Group 11 LYING AND SPINNING  Self-Deception is the real issue  Recovery from making mistakes  Insure people understand why a mistake was made and  Lying – once you lie – trust is lost  Spinning is very close to lying

Copyright Protected | Property of the Strategy + Innovation Group 12This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 12 THE POWER OF PROFESSIONAL MIND-SETS  The Power of Mind-sets is about who a person is, NOT what a person does  They transcend temperament, social hierarchy or intellectual prowess  They are NOT techniques, they are NOT situational dependent – they are Principle Centered  They are relevant and applicable to ALL

Copyright Protected | Property of the Strategy + Innovation Group 13This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 13 7 MIND-SETS OF TRUSTED PROFESSIONALS MS#1: Professionals Have a Bias for Results  Delivering results demonstrates trustworthiness  Deliver the Right Results in the Right Way • Ensure outcomes are sustainable, not just a flash in the pan

Copyright Protected | Property of the Strategy + Innovation Group 14This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 14 7 MIND-SETS OF TRUSTED PROFESSIONALS MS#2: Professionals Realize (and Act) They're part of Something Bigger Than Themselves  Commit to the success of the firm, organization or client.  Realize success transcends your own parochial interests.  Collaborate as an effective team member

Copyright Protected | Property of the Strategy + Innovation Group 15This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 15 MS#3: Professionals Know Things Get Better When They Get Better  Disaster / Aid Workers  Selfless Efforts in the For-Profit World • Giving back to the Community  Personal example • Near death, significant losses and the march back 7 MIND-SETS OF TRUSTED PROFESSIONALS

Copyright Protected | Property of the Strategy + Innovation Group 16This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 16 MS#4: Professionals Have Personal Standards Often Transcending Organizational Ones  Have a personalized core set of values  Do what‘s right over what‘s expedient by taking a long view  Rise above the fray, stay focused and avoid pointless drama 7 MIND-SETS OF TRUSTED PROFESSIONALS

Copyright Protected | Property of the Strategy + Innovation Group 17This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 17 MS#5: Professionals know That Personal Integrity is All they Have 3 Very Important underpinnings of Integrity: 1. Authenticity and honesty 2. Delivering on one‘s commitments (both explicit and implicit) 3. Refusing to violate the trust others have extended to us 7 MIND-SETS OF TRUSTED PROFESSIONALS

Copyright Protected | Property of the Strategy + Innovation Group 18This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 18 MS#6: Professionals Aspire to Be Masters of Their Emotions Not Enslaved by them 3 by-products of Mastering one’s emotions (and inspiring trust in others): 1. Professionals are respecting when it‘s difficult to be respectful 2. Professionals maintain their objectivity and keep their wits about them – Don‘t take things personally 3. Professionals manage their ego and resist the urge for immediate gratification 7 MIND-SETS OF TRUSTED PROFESSIONALS

Copyright Protected | Property of the Strategy + Innovation Group 19This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 19 MS#7: Professionals Aspire to Reveal Value in Others ―Aspire‖ suggests intent, priority and, most importantly, proactively Professionals who hold this mind-set:  Readily extend trust • Where & When appropriate – don‘t be naive – that‘s stupid  Recognize the value other professionals bring to the table.  Aspire to lift others through their demeanor and actions 7 MIND-SETS OF TRUSTED PROFESSIONALS

Copyright Protected | Property of the Strategy + Innovation Group 20This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 20 PROFESSIONAL IDEALS: THE CENTERPIECE OF SUCCESS  Start with yourself  Leverage people‘s natural motivations  Be persistent  Build your Culture - Competitive Advantage is Hiding in Plain Sight • Make Professional Standards the Foundation

Copyright Protected | Property of the Strategy + Innovation Group 21This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 21 PLATT’S LEADERSHIP PRINCIPLES What does an (effective) leader do? Platt’s (NCO) Leadership List*: (1) Diagnostic Mindset (Seek reasons why things aren‘t working) (2) Effective Mindset (Seek to be Effective, NOT to be Right or perfect) (3) Empathetic Mindset (Seek to Empathize w/ everyone, but don‘t comprise your values – helps in ending conflict w/ the rational) (4) Speak Truth to Power (be Honest & Authentic – good Exec‘s want to know what is really going on) (5) Enable the People (empower ‗em w/ knowledge of the goals) (6) Equip the People (give ‗em the tools and the understanding)

Copyright Protected | Property of the Strategy + Innovation Group 22This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 22 PLATT’S LEADERSHIP PRINCIPLES What does an (effective) leader do? Platt’s (NCO) Leadership List*: (7) Educate the People (teach your people to do the right things right, efficiency and speed naturally follows) (8) Evaluate the People (be fair and judicious – don‘t be a petty tyrant) (9) Entrusts the Team to Achieve (trust but verify – see #6) (10) Removes Roadblocks (get political if necessary) (11) Leads from the Front & Backs up the Rear (they are empowered but you are responsible, no one takes a hit that is yours to take for the team) (12) True Care of Your People (you are a steward of the firm‘s people, you don‘t own them, your job is to help them, but don‘t be afraid to discipline them)

Copyright Protected | Property of the Strategy + Innovation Group 23 ROOKS LEADERSHIP PHILOSOPHY  PEOPLE are the single most important part of any organization  TRUST and TEAMWORK are fundamental to success – and develop from individual relationships based on mutual values, assumptions, beliefs and expectations  LEADERS OF CHARACTER establish a clear direction and destination for the organization and then align, motivate, and inspire voluntary response to get there  Continuous CHANGE and IMPROVEMENT of all aspects of the organization is essential – evolutionary transformation leading to revolutionary outcomes  Ultimately, the only thing that counts is RESULTS – what gets measured gets done  There is no substitute for a positive, can-do ATTITUDE, ASK How instead of Why This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 24 RESOLVING THE DILEMMA This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author GOT LEVERAGE? Mind Set Skill Set Strategy Diagnosis  Insights – looking for assumptions and contradictions Strategic Intent Strategic Policy Strategic & Tactical Actions Competitive Frameworks / Tools / Methods

Copyright Protected | Property of the Strategy + Innovation Group 25 5 DYSFUNCTIONS OF TEAMS Inattention to RESULTS Avoidance of ACCOUNTABILITY Lack of COMMITTMENT Fear of CONFLICT Absence of TRUST Fear of being vulnerable with team = Artificial harmony for the sake of peace = Ambiguity & Failure to Buy-in to decisions = Unwillingness to call peers on performance or behaviors = Caring about something other than the collective goals of the group = This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 26 HOW FUNCTIONAL TEAMS BEHAVE Artificial Harmony Mean-Spirited Personal Attacks Ideal Conflict Point DestructiveConstructive How do you define success?

Copyright Protected | Property of the Strategy + Innovation Group 27 Causes of Fear and Dysfunction  Entitlement  Self-Interest  Putting Oneself Above the Rules Some companies even have individual promotion / compensation programs that support this This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author WHAT LIMITS ORGANIZATIONS FROM BECOMING GREAT?

Copyright Protected | Property of the Strategy + Innovation Group 28 THE DARK SIDE OF SUCCESS Individual and Organizational Challenge of the Inevitable Downward spiral of Repeated Successes Basic Guideline: Honesty with oneself and NEVER, EVER believe your own PR Repeated Successes Attitude of “we can do no wrong” Arrogance Complacency Decline

Copyright Protected | Property of the Strategy + Innovation Group 29 THE COST OF THE DYSFUNCTIONAL ORGANIZATION 25% Avg. Profitability Difference (20-30% range) between ―Remarkable‖ vs. ―Unremarkable‖ firms (dysfunctional culture) Can be as high as 50% This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author “Culture, a fancy word for the habituated thinking of an organization, rightly or wrongly” -RP

Copyright Protected | Property of the Strategy + Innovation Group 30 THE COSTS OF THE DYSFUNCTIONAL ORGANIZATION  Those working in an uncivil work environment • 48% decreased their work effort • 47% decreased their time at work • 38% decreased their work quality • 66% said their performance declined • 80% lost work time worrying about (an uncivil) incident • 63% lost time avoiding the (uncivil) offender • 78% said their commitment to the organization declined  Bad Apple Syndrome  Negative comments are 5X stronger than good  Caustic people will infect and bring down performance in short time frames This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 31 DYSFUNCTION’S IMPACT  BOTTOM LINE: Dysfunction causes 25 - 50% Lower Profitability and Productivity, Higher Healthcare costs and Higher Employee turnover  Performance gains are hindered by poor work processes that in turn creates toxic employees  Toxic Employees / Leaders • Have a significant negative financial ripple effect on an firm‘s performance and profitability (Bad Apple Syndrome) • They‘ll likely block necessary strategies to achieve performance gains (Maintaining status quo irrationally) Organizations need a multi-pronged strategy to eradicate the effects of operating in a dysfunctional state This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 32 ROOT CAUSE Only 1% of the population is Sociopathic so…  Pointing at people alone as the problem is not a complete answer We Believe the workaround to the issues are..  Misunderstanding what an effective Professional Leader really means and does  Lack Knowing ―How-To‖ effectively Influence others This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 33 ORGANIZATIONAL LIMITATIONS  Successful companies & the strategies they use often owe a great deal to the inertia and inefficiency of rivals  An organization’s greatest challenge may not be external threats or opportunities but instead to the effects of inertia and entropy This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 34 DIAGNOSIS OF THE PROBLEM  Organizational Inertia: is an organization‘s unwillingness or inability to adapt to changing circumstances  Organizational Entropy: measures a organizational system‘s degree of disorder, and without intervention will always increase This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

THE DIAGNOSIS AND A SOLUTION SET By Allan Cohen and David Bradford By James Haskett By Christine Pearson and Christine Porath By Charles Duhigg The Diagnosis (Inertia & Entropy) The Solution Set Context = Your Organization’s Culture This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 36 FORMAL AND INFORMAL ORGANIZATION Written Rules: Organizational structure, rules, procedures, values, beliefs, mission, goals, processes, work division, reporting structure, policy, technologies, financial, prod ucts, services Unwritten Rules: unstated individual values, beliefs, informal processes, power, informal leaders, psychological needs, coalitions / cliques, friendships & enemies, informal social norms and codes, feelings, perceptions etc.. Formal Organization Informal Organization This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 37 FORMAL AND INFORMAL ORGANIZATION Written Rules: Organizational structure, rules, procedures, values, beliefs, mission, goals, processes, work division, reporting structure, policy, technologies, financial, prod ucts, services Unwritten Rules: unstated individual values, beliefs, informal processes, power, informal leaders, psychological needs, coalitions / cliques, friendships & enemies, informal social norms and codes, feelings, perceptions etc.. Formal Organization Informal Organization ManagerLeader This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 38 VISUAL CULTURE DEFINITION (Intersecting Leaders and Managers) Manager: Manages Processes, Systems, etc… Leader: Leads People “How We Do Things Here” “What We Do Here” Formal Organization Informal Organization This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 39 A GOOD-TO-GREAT VISION Good-To-Great company transformations don‘t happen without Level 5 Leaders driving the organization Very Important Factors 1. Getting the Right people on the bus 2. Getting the Wrong people off the bus 3. Creating a Culture of Discipline

Copyright Protected | Property of the Strategy + Innovation Group 40 THE PERFORMANCE MODEL Performance = Ability x Mindset x Opportunity A x M x O = P

Copyright Protected | Property of the Strategy + Innovation Group 41 WHAT WE KNOW  The Challenge to becoming a Level 5 Leader is that they haven‘t overcome their own attitudes of self-interest, entitlement or putting themselves above the rules. (Level 4 and below) Skill Set Mind Set This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 42 WHAT A LEVEL 5 LEADER DOES  Mr. Collins emphasizes attempt to start from a level 5 leadership position. Contrarily, we recommend ―Disciplined Thought” 1st , ―Disciplined Action 2nd‖ then develop into a Level 5 Leader

Copyright Protected | Property of the Strategy + Innovation Group 43 PLATT & ROOKS RECOMMEND 1st Disciplined Thought 2nd Disciplined Action Develop into a Level 5 Leader

Copyright Protected | Property of the Strategy + Innovation Group 44 WHY THIS APPROACH INSTEAD? As much as 70% of what we do every day is based on Habit… Overcoming the Challenge: Habit vs. Conscious Thought This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 45 Why This Works

Copyright Protected | Property of the Strategy + Innovation Group 46This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 46 STRATEGIES FOR CHANGE “The change’s (and innovations) implemented in an organization are effectively introduced using Currencies of Exchange”

Copyright Protected | Property of the Strategy + Innovation Group 47 INFLUENCE WITHOUT AUTHORITY MODEL STEPS This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 48 WHAT EVERYONE MISSES ABOUT ORGANIZATIONS (Change Management Iceberg) Formal ______________ Informal Image: courtesy of 12manage.com This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 49 RECOMMENDED CURRENCIES (FREQUENTLY VALUED IN ORGANIZATIONS) Source: Table 3.1 Currencies Frequently Valued in Organizations ―Influence Without Authority‖ Allan R. Cohen and David L. Bradford.—2nd ed.

Copyright Protected | Property of the Strategy + Innovation Group 50 RECOMMENDED CURRENCIES (FREQUENTLY VALUED IN ORGANIZATIONS) Source: Table 3.1 Currencies Frequently Valued in Organizations ―Influence Without Authority‖ Allan R. Cohen and David L. Bradford.—2nd ed.

Copyright Protected | Property of the Strategy + Innovation Group 51 SOMETIMES NECESSARY NEGATIVE CURRENCIES (STRONG CAUTION IN THEIR USE) Source: Table 3.2 Common Negative Currencies ―Influence Without Authority‖ Allan R. Cohen and David L. Bradford.— 2nd ed.

Copyright Protected | Property of the Strategy + Innovation Group 52Copyright Protected | Property of the Strategy + Innovation Group 52 RISKY COMMUNICATIONS 1 N = 3 P (One negative statement is equal to three positive statements) – Vince Covello, PhD, Speaker National Public Health Leadership Development Network April, 2003 Biggest Behavior Issue Noted for Many: Negative Currency Exchanges are a Default setting

Copyright Protected | Property of the Strategy + Innovation Group 53 BARRIER’S TO INFLUENCE Source: Table 1.2 and 2.4 Common Barriers to Influence ―Influence Without Authority‖ Allan R. Cohen and David L. Bradford.—2nd ed.

Copyright Protected | Property of the Strategy + Innovation Group 54 IDENTIFY CURRENCIES (WHAT IS VALUED): THE ALLY’S AND YOURS To make trades, you need to be aware of many things people care about and all the valuables you have to offer. Positive Currencies 1. Inspiration-related 2. Task-related 3. Position-related 4. Relationship-related 5. Personal Negative Currencies 1. Withholding payment of a known valuable currency 2. Using directly undesirable currencies This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 55 CHANGE MANAGEMENT ICEBERG (according to Wilfried Krüger) Top of the Iceberg: – Most managers only consider the top Below the Surface: – Management of Perceptions and Beliefs – Power and Politics Management People Involved in Change – Opponents – Promoters – Hidden Opponents – Potential Promoters

Copyright Protected | Property of the Strategy + Innovation Group 56This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author WHAT EVERYONE MISSES ABOUT ORGANIZATIONS (An Early Change Implementation Toolbox) The myriad tasks to do with the Organization

Copyright Protected | Property of the Strategy + Innovation Group 57 AN INTENTIONAL PLAN FOR ORGANIZATIONAL CHANGE (Implementation Management) This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 58 IGNORE THE LAW OF RECIPROCITY AT YOUR PERIL Reciprocity is the almost universal belief that people should be paid back for what they do — that one good (or bad) turn deserves another.  This belief about behavior, in societies all over world, carries over into organizational life. Example: ―an honest day’s work for an honest day’s pay‖  People generally expect that those people they’ve done things for “owe them,” and will roughly balance the ledger and repay costly acts with equally valuable ones. This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 59This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 59 “EXERTING INFLUENCE” WITHOUT AUTHORITY We think is about developing: Lateral Leadership a constellation of skills and honing those skills over time and practicing them. How do you start building your capabilities?  Networking: Cultivate a broad network of relationships (internally / externally) to carry out your intentions.  Constructive Persuasion: Make persuasion and negotiation constructive rather than manipulative, view everyone as an ally (not a target).

Copyright Protected | Property of the Strategy + Innovation Group 60This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 60 “EXERTING INFLUENCE” WITHOUT AUTHORITY We think is about developing:  Consultation: Take time to visit the people whose buy-in you need before starting to work on a project.  Coalition Building: Fact: several people who are collectively advocating an idea exert more influence that a lone proponent.

THE TOOLS AND TEMPLATES

Copyright Protected | Property of the Strategy + Innovation Group 62 ARE YOU READY FOR THE CHALLENGE? Conviction Courage Capability Firm belief that a) Change is needed, and b) The change is right …an Intellectual commitment Willingness to ―do the right thing‖ and take on the necessary personal and professional risks and sacrifices…a ‗gut‖ emotional commitment The ability to act effectively on commitments…a matter of talent, skills, experience and support Yourself Others Around and Below You Top Management → → Source: ―Real Change Leaders‖, Jon R. Katzenbach and the RCL Team. 1999

Copyright Protected | Property of the Strategy + Innovation Group 63This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 63 CAREFUL DIAGNOSIS Evaluate the other’s interests, assess your currencies, attention to the relationship — is necessary when:  The other person or group is known to be resistant.  You don‘t know the other people and are asking something that might be costly to them.  You have a poor relationship (or are part of a group that has a poor relationship with the group the other person belongs to).  You are asking for something that could be a big burden to give.  You might not get another chance.

Copyright Protected | Property of the Strategy + Innovation Group 64 ORGANIZATIONAL CHANGE MODEL FORMULA Important Note: All 3 components must be present to overcome the resistance to change: • Dissatisfaction with the present situation • A Vision of what is possible in the future • Achievable First steps towards reaching that vision Powerful tool for quick 1st impression of the possibilities and conditions to change an organization If any of these are zero or near zero, then the possibility of change will also be near zero and the resistance to change will dominate

Copyright Protected | Property of the Strategy + Innovation Group 65 SOME BASIC GUIDANCE ON INFLUENCE  Know Yourself  Know Your Opponent / Ally  Know the Terrain / Environment Sun Tzu author of “The Art of War”

Copyright Protected | Property of the Strategy + Innovation Group 66 FORCES THAT SHAPE BEHAVIOR AND PERSONALITY Source: Table 4.1 Contextual Forces that Shape Behavior along with Personality ―Influence Without Authority‖ Allan R. Cohen and David L. Bradford.—2nd ed.

Copyright Protected | Property of the Strategy + Innovation Group 67 HOW TO KNOW WHAT MIGHT BE IMPORTANT TO THE OTHER PERSON The Potential Ally’s Job Tasks 1. Does the person deal with numbers all day or with people? 2. Is the work repetitive or highly varied? 3. Does the person experience demands for careful accuracy and replicability or get rewarded for originality and improvisation? 4. Is the person subject to constant demands from others or the one who makes many demands on them? 5. Is the person in a high-risk, high-visibility position or a secure protected role? This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 68 POTENTIAL ALLY’S ENVIRONMENT Other factors that shape task demands include degree of contact with:  The environment outside the organization  Top management  Headquarters  The sales / marketing force  The factory floor  Exotic or temperamental equipment  The media  Task Uncertainties  Ally’s Worries This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 69 ALLY’S EXTERNAL ENVIRONMENT Major Forces Outside the Organization that drive behavior include:  The state of the economy  How threatened people feel about jobs and mobility  Major competition (China example)  Legal rulings affecting the industry or company This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 70 POTENTIAL ALLY’S WORRIES Ask yourself what keeps the boss up at night? If you don‘t know, think about it. You never will get what you want from your boss if you can‘t quite pinpoint what it is that worries him or her most:  Long-term competition from China? Or issues of off-sourcing jobs?  Meeting next week’s payroll?  Merger rumor mill?  Fear of boss’s wrath for missing a budgeted expense number?  Impact of exotic new technologies?  How to confront dug-in resisters on their nasty political games? This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 71 THE APPROACH – MANAGING UP, ACROSS, OR DOWN To get the kind of influence with your boss that will pay off, there are 4 main things to do: 1. See the boss as a potential ally (a partner). 2. Make sure you really understand the boss‘s world. 3. Be aware of the resources (currencies) you already have or can acquire. 4. Pay attention to how the other wants to be related to. This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 72 CLARIFY YOUR GOALS AND PRIORITIES Knowing what you want from the potential ally isn‘t always easy. The dimensions that affect the choice of how you should proceed are:  What are your primary versus your secondary goals?  Are they short-term or long-term objectives?  Are they ―must-have‖ needs or ―nice-to-haves‖ that can be negotiated away?  Is your priority task accomplishment or preserving / improving the relationship? This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author

Copyright Protected | Property of the Strategy + Innovation Group 73This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 73 Staying on course: 1. Everyone with whom you interact should be seen as a potential ally. 2. It pays to begin by making positive assumptions about your potential allies. 3. In a marketplace, everyone is a potential customer. 4. We all have more power than we realize. We just do not realize which currencies we have in our pocket. Its essence: ―Do unto others as they would have themselves have done unto them‖ INFLUENCE WITHOUT AUTHORITY By Allan Cohen and David Bradford

THE HOMEWORK Working on a real issue, at work, at home, at school, anywhere…

Copyright Protected | Property of the Strategy + Innovation Group 75This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 75 10X YOUR INFLUENCE Source: Change Anything Disconfirming Data Denial Anger Bargaining Despair Experimentation Hope Integration Emotional response to change

Copyright Protected | Property of the Strategy + Innovation Group 76This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 76 SIX SOURCES OF INFLUENCE Source: Change Anything

Copyright Protected | Property of the Strategy + Innovation Group 77This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 77 THE 6 SOURCES STRATEGY MATRIX Source: Change Anything

Copyright Protected | Property of the Strategy + Innovation Group 78This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 78 THE 6 SOURCES STRATEGY MATRIX Source: Change Anything

Copyright Protected | Property of the Strategy + Innovation Group 79This material MAY NOT be distributed to others, copied or reproduced without the express consent of the author Copyright Protected | Property of the Strategy + Innovation Group 79 THE 6 SOURCES STRATEGY MATRIX Source: Change Anything

Q&A BACKUP

Copyright Protected | Property of the Strategy + Innovation Group 81 PROOF OF DYSFUNCTION Company Industry # of employees Customer’s Served Dysfunctional Behavior identified Intel Corp Semiconductor ~100,000 (2006) Major OEM‘s and ODM‘s in the Electronics industry, Observed co-option (stealing of employee ideas and passing them off as your own), employee manipulation, bullying of employees to get results at all costs, ―brute forcing‖ problem solving versus a process orientation. Observed conflicting styles, perceptions, pressures, roles and unpredictable policies between managers and employees. Multiple instances of refusal to reasonable suggestions for improvement Company A Electronic Manufacturing Services, contract manufacturing ~100 (2008) Aerospace, Consumer Electronics, Military Observed VP of Engineering (a co-owner) denigrating and verbally abusing employees, and marginalizing employee contributions. Observed conflicting styles and perceptions Company B Electronics, Military and Aerospace ~130,000 (2010) Government, Military and Aerospace Observed conflicting styles, perceptions, pressures, roles and unpredictable policies between managers and employees. Company C HR and Recruiting Services ~100 (2011) Hiring function of company HR departments Observed President (owner) publically, verbally abusing employees, marginalized employee contributions. Refusal to reasonable suggestions for improvement Company D Industrial Equipment Manufacturing ~300 (2011) Printed Circuit Board Manufacturers Observed conflicting styles, perceptions, goals, pressures and unpredictable policies between managers and employees. Refusal to reasonable suggestions for improvement Company E Printed Circuit Board Manufacturer ~2000 (2011) Electronics Manufacturing Services firms, OEMs and ODMs in consumer electronics, military and aerospace Observed conflicting styles, perceptions, goals, pressures and unpredictable policies between managers and employees. Refusal to reasonable suggestions for improvement

Copyright Protected | Property of the Strategy + Innovation Group 82 IMPORTANT DEFINITIONS Definitions: Civility: (Noun) Formal politeness and courtesy in behavior or speech. Polite remarks used in formal conversation. Remarkable: (Adjective) Worthy of attention; striking. Synonyms: notable - noteworthy - extraordinary – outstanding Bullying: (Verb) To use superior strength or influence to intimidate (someone), typically to force him/her to do what one wants. Bullying is an act of repeated aggressive behavior in order to intentionally hurt another person, physically or mentally. Dysfunctional: (Adjective) Not operating normally or properly. Deviating from the norms of social behavior in a way regarded as negative. Dysfunction is a far better description of the cause • Civility, can be used to hide dysfunctional / destructive behavior, like a veil covering up what is actually going on in a firm. • Remarkable / Unremarkable definitions are not readily defined in Dr. Haskett‘s work

Copyright Protected | Property of the Strategy + Innovation Group 83 BUILDING TRUST  Trust is the foundation of teamwork  On a team, trust is all about vulnerability which is difficult for most people  Building trust takes time but the process can be greatly accelerated  Like a good marriage, trust on a team is never complete; it must be managed over time

Copyright Protected | Property of the Strategy + Innovation Group 84 MASTERING CONFLICT  Good conflict among team members requires trust, which is all about engaging in unfiltered, passionate debate around issues  Conflict will at times be uncomfortable; Conflict norms, must be discussed and made clear  The fear of occasional personal conflict should not deter a team from having regular, productive debate  Most people don‘t really need to have their ideas adopted (e.g. ―get their way‖), in order to buy in to a decision. They just want to have their ideas heard, understood, considered and explained within the context of the ultimate decision Artificial Harmony Mean-Spirited Personal Attacks Ideal Conflict Point DestructiveConstructive

Copyright Protected | Property of the Strategy + Innovation Group 85 ACHIEVING COMMITMENT  Commitment requires clarity and buy-in  Clarity requires teams avoid assumptions and ambiguity, and they end discussions with a clear understanding about what they‘ve decided upon  Buy in does not require consensus. Members of great teams learn to disagree with one another and still commit to a decision

Copyright Protected | Property of the Strategy + Innovation Group 86 EMBRACING ACCOUNTABILITY  Peer pressure and distaste for letting down a colleague will motivate a team player more than fear of authoritative punishment or rebukes  The most important challenge of building an accountable team is overcoming the hesitance to give one another critical feedback  Help people realize that when they fail to provide peers with constructive feedback they are letting down the team and you personally. By holding back, we are hurting not only each other but the team as well  The best opportunity for holding one another accountable is during meetings, between peers, and best done by a leader‘s willingness to tackle difficult issues

Copyright Protected | Property of the Strategy + Innovation Group 87 FOCUSING ON RESULTS  Teams have to eliminate ambiguity and interpretation when it comes to success  Results oriented teams establish their own measurements for success. They don‘t allow themselves wriggle room of subjectivity, even though it‘s attractive  When team members stop caring about the scoreboard, they inevitably stop caring about something else  The key to team success is that members go beyond barter and compromise to embrace a collective pursuit of the best interests of the whole  Self interest, sometimes drowns out the cry of the team and the collective results of the group are left behind

Copyright Protected | Property of the Strategy + Innovation Group 88 EXAMPLE: CHALLENGE & COMMITMENT MAP Conviction Courage Capability Firm belief that a) Change is needed, and b) The change is right …an Intellectual commitment Willingness to ―do the right thing‖ and take on the necessary personal and professional risks and sacrifices…a ‗gut‖ emotional commitment The ability to act effectively on commitments…a matter of talent, skills, experience and support John Olden (purchasing dept. head; critical to success of product design reengineering team) - sees no big issues in product design processes (sees main problem as sales) -Doesn‘t see big role for purchasing in improving design process - May think entire reengineering effort is just a fad pushed by someone for their own glory + Good record of taking on tough projects (dept consolidation in 2003) + Always willing to speak his mind (reamed CEO for awarding Acme contract) + 20 years of experience + Knows vendors capabilities intimately - Probably doesn‘t understand reengineering concept and mechanics → → In this situation some fact sharing (to build conviction) and exposure to reengineering (to build capability) would go a long way to build Jim‘s commitment

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