cssr naf power of positive influence 11 15-08

LEADERSHIP TRAINING

THE POWER OF POSITIVE INFLUENCE

NAF: LEADERSHIP SUMMITSanta Fe: 11/15/08

© 2008 William R. Bryan. All Rights Reserved.

© 2008 William R. Bryan. All Rights Reserved. Except where noted otherwise, the materials in this PowerPoint document (The Power of Positive Influence)are the exclusive property of William R. Bryan and The Center for Secondary School Redesign, Inc. Please direct any questions concerning the use of these materials to: William R. Bryan, Ph.D., Vice President for Leadership and Organization Development, CSSR, 621 Wakefield Street, West Warwick, RI 02893. Tel: 401-965-8345 & email: [email protected]

Use of the materials are restricted to NAF member schools. Educational consultants and/or any other individual or organization that would like to use these materials are required to ask for written permission, and may do so by contacting the CSSR office, or by contacting Dr. William Bryan directly.

mailto:[email protected]



William R. Bryan, Ph.D.Partner and Vice President, CSSR

[email protected]

Jay MidwoodDirector of Communications &

Student Involvement, [email protected]

401-474-0085

Contact Us:

There are various moving elements within effective leadership, and all of us at CSSR are here to help!please feel free to contact us at any time should you have questions regarding any of our materialsor services. Throughout the year, CSSR conducts a number of customized institutes and leadershiptraining workshops to assist you and your colleagues in becoming great influencers, andpowerful leaders! We can conduct leadership training on-site, and customize it to meet the unique needs of your school or school district. We look forward to hearing from you soon.



Purpose

1. To enhance your influence skills to: • Inspire, motivate, and create buy-in for goals and plans

• Build leadership capacity

2. To leave with an enhanced understanding of your influence capabilities

3. To leave with a plan for meeting a pressing influence challenge


Influence & Competence

Peter Principle:

“You rise to your level of incompetence”


Influence & Competence

Bryan Principle:

“You rise to your level of your inability to influence”


Roadmap: Leader Influence ModelLEADER INFLUENCE MODEL

Traits Values Motives/ Drives

Planning Style

Power Bases

Role/Position Requirements

Influence Skills

Influence Style

• Academy Director Challenges

• Leader Attributes

• Le ader Behav ior

RR ESULTESULT SS !!

7-6

Impac t on Climate

Impac t o n the Individual

• Bu y-in and Sup port

• Orga nizat ion

Handout - Page 3


Session Operating Guidelines

• Fast pace• Interactive - participate• Questions - microphones around room• Time management critical - respect directions• Team roles - Leader & Timekeeper


Influence Target Exercise (10 min)• In the left box, list your goals for the session• In the right box, identify an influence challenge you are facing - and list a key person to be influenced• Pick three people at your table to share their results with the whole table

TRAINING CONTEXT/ROLE DEMANDS Session Goals: Influence Challenge:

Person To Be Influenced:

Handout - Page 1


1. Knowledge

2. Technical Skills

3. Basic

Interpersonal,

Mgmt, or Sales

Skills

4. Learning/ Planning Style5. Values

6. Self-Image

7. Interests

8. Motives/ Drives9. Traits

10. Aptitudes

11. Physical Characteris- tics

How People Differ


LEADER INFLUENCE MODEL


Planning Style

Power Bases


Influence Skills

Influence Style




RR ESULTESULT SS !!

7-6

Impac t on Climate

Impac t o n the Indiv idual


• Orga nizat ion

Roadmap: Motives/Drives


Sample

Example A Examp le B SAMPLE SET 1* X I. I like Ch inese food 10 II. I like Italian food 6 V. I like Mexican food * After el imina ting Chines e food as not being typical o f him, the re main ing tw o foods wer e ranke d, i.e ., the pre ference fo r Italian foo d wa s the mo s t typica l (10) , Mexica n secon d (6).

SAMPLE SET 2* X I. I pref er spe nding free time with fam ily or frien ds 10 II. I pref er spe nding free time learn ing som ething new X III. I pref er spe nding free time coach ing teams * This perso n e limina ted two st a te me nts t o sta rt, leav ing only on e of the s ta tem e nts as be ing typical o f her . Ther e fore , th is item was give n a 10 .

Decision Driver Inventory (20 min)

Handout - Page 5


Scoring and Profiling Using the scoring matrix on the right: 1. For each statement in each set, transfer the points you assigned to each statement to the appropriate box in the scoring matrix on the right. Please note that the I, II, and III statement designations are not in order in the matrix - be sure to assign the statement points from the sets above to the correct boxes. 2. Sum the number of points in each column to get a total. 3. Plot the total for each column (draw a line) on the profile on page 4.

SET 1 III

II I

SET 2 I

II III

SET 3 II

I III

SET 4 III

II I

SET 5 II

I III

SET 6 II

III I

TOTAL

DRIVER REL GOAL INF

Decision Driver Inventory (cont’d)

Handout - Page 6


Profile

60

50

40

30

20

10 0

Rel ation sh ip

Go al

Influence

Decision Driver Inventory (cont’d)

Handout - Page 7


What Is Being Measured: Drivers

DRIVER1 TARGET INTENT

RELATIONSHIP

PEOPLE To build, maintain, or repair relationships (for their own sake)

GOAL

TASKS

To do better; to be efficient and effective

INFLUENCE

PEOPLE

To have an impact on the thoughts, feelings, and behaviors of others

Motives: Key Points

Handout - Page 7


Motives: Key Points (cont’d)

1. Two types of motives - basic and social

2. Everyone possesses all three social motives - Relationship, Goal, and Influence

3. They are stable parts of the personality

4. Can’t be reduced, but can be displaced

5. They shape perceptions


Motives: Key Points

6. Influence is the most complex motive - two faces • Personalized: self-serving and aggressive • With a Conscience: for the good of the others and the organization

7. It is very easy to arouse negative influence in others

8. Ingrained positive values are necessary to control the use of influence

9. The relationship motive should not be confused with a concern for the well-being of others

10. Motives are a very important element of job fit.


Motives in Action: Examples

• Commercials • Factory/Office Work

• School Success • Entertainers/Artists

• Competition/Sports • Politics


Essence of Leadership

“Leadership is all about touch, not task - the ability to touch hearts, minds, andsouls”


3333

GOAL

INFLUENCE

RELATIONSHIP

INDIVIDUAL CONTRIBUTOR SR. LEADER

© Bryan Associates, Inc. 2006

Motives: Role/Job Fit


PROFILE ANALYSIS IMPLICATIONS Mismatch - Yo u And Your Role/Position:

Mismatch - Yo u And The Person To Be Influenced:

DECISION DRIVER PROFILES YOU

YOUR ROLE/POSITION

PERSON TO BE INFLUENCED

REL GO AL INF REL GO AL INF REL GO AL INF

Motives: Role/Job Fit Exercise (10 min)

Handout - Page 1




Planning Style

Power Bases


Influence Skills

Influence Style




RR ESULTESULT SS !!

7-6

Impac t on Climate



• Orga nizat ion

Roadmap: Values


• Demonstrating concern for the well-being of others• Putting others first• Valuing diversity• Respecting the dignity of each person - even under stress• Demonstrating Honesty, integrity, and authenticity• Accepting accountability for own actions• Giving people a second chance• Not one-upping or putting others down• Rewarding in public and disciplining in private• Fulfilling promises - keeping one’s word• Developing direct reports• Distributing leadership• Sharing the glory - or giving it to others entirely

Values: Curbs on Influence


Leader Manager

• Influence driven• Values driven• Do the right thing• Create vision• Transformational• Big picture orientation• Destabilize the organization• People focus• Directing and developing others is enjoyable

• Goal driven• Task driven• Do things right• Implement vision• Transactional• Tactical orientation• Stabilize the organization• Task focus• Directing and developing others is a chore

Difference: Leader Versus Manager




Planning Style

Power Bases


Influence Skills

Influence Style




RR ESULTESULT SS !!

7-6

Impac t on Climate



• Orga nizat ion

Roadmap: Power Bases


Power Bases: Creating and Using Leverage

“You have no power and influence, other than what is given to you”

Why will, or should anyone listen to you?


In Your Control1. Professionalism and Values2. Job Competence3. Skillfull Use of Influence4. Expertise5. Source of Information6. Connection7. Coalition8. Reward9. Discipline

Power Bases: Creating and Using Leverage


Not In Your Control10. Personality11. Similarity12. Physical Characteristics13. Resources Owned and Controlled14. Track Record15. Reputation16. Celebrity17. Position Authority

Power Bases: Creating and Using Leverage (cont’d)


POWER BASES: CREATING AND USING LEVERAGE IN YOUR CONTROL You To Inf 1. Professionalism & Values ........ ....................... 2. Job Competence ....... ....................................... 3. Skillful Use of Influence .................................. 4. Expertise ........ .................................................. 5. Source of Information ....... .............................. 6. Connection ...................................................... 7. Coalition ....... .................................................... 8. Reward ............................................................. 9. Discipline ........ .................................................

NOT IN YOUR CONTROL You To Inf 10. Personality .................................................... 11. Similari ty ....................................................... 12. Physical Characteristics & Presence ......... 13. Resources Owned or Controlled ................ 14. Track Record ........ ........................................ 15. Reputation .................................................... 16. Celebrity ........................................................ 17. Position Authority ........................................

IMPLICATIONS - Mismatch Between You And The Person To Be Influenced:

Handout - Page 2

Power Bases: Leverage Exercise (5 min) • With regard to the person you wish to influence, in the first column, list what the power bases you posses that could be effective with this person. • What additional power bases do you need to develop and apply to be Effective with this person




Planning Style

Power Bases


Influence Skills

Influence Style




RR ESULTESULT SS !!

7-6

Impac t on Climate



• Orga nizat ion

Roadmap: Power Bases


1. Knowledge

2. Technical Skills

3. Basic

Interpersonal

Mgmt, or Sales

Skills

4. Learning/ Planning Style5. Values

6. Self-Image

7. Interests

8. Motives/ Drives9. Traits

10. Aptitudes

11. Physical Characteris- tics

How People Differ


Influence Skills ToolkitINFLUENCE SKILLS

CONNECTING 1. Appealing to the Heart Before the Head 2. Listening/Empathizing 3. Sympathizing 4. Requesting Help/Advice 5. Self-Disclosure 6. Emphasizing Similarities 7. Engaging Language 8. Humor 9. Optimism/Enthusiasm

CONVINCING 10. Appeal to Self Interest and/or Pride 11. Common Vision 12. Personal Example 13. Touting Accomplishments 14. Questioning 15. Providing Help 16. Empowering Others 17. Reward & Recognition 18. Coercion/Threat 19. Persuasion/Logical Argument

IMPACTING 20. Dress To Impress 21. Use of Symbols 22. Name Dropping 23. Body Language 24. Cool Under Fire 25. Taking The High Road 26. Tact/Diplomacy 27. Act of Impact 28. Using Physical Space or Environment

MANAGING 29. Ethical Behavior 30. Fulfilling Commitments 31. Under-Promising & Over-Delivering 32. Flexibility 33. Persistence Over Time 34. Controlling the Use and Release of Information

MANAGING 35. Timing for Impact 36. Encouraging Participation 37. Discipline 38. Directing 39. Pre-selling 40. Compromise 41. Negotiating

MANAGING 42. Conflict Management 43. Relationship Building 44. Networking 45. Coalition Building 46. Association with Powerful People 47. Association with Powerful Institutions/Organizations 48. Using a Surrogate


VIDEO ANALYSIS PEROT

BUSH

CLINTON

REL GOAL INF REL GO AL INF REL GO AL INF

POWER BASES • • • • • • •



INFLUENCE SKILLS • • • • • • •



GRADE:

GRADE:

GRADE:

Handout - Page 10


Roadmap: Leader Influence Model



Planning Style

Power Bases


Influence Skills

Influence Style




RR ESULTESULT SS !!

7-6

Impac t on Climate

Impac t o n the Individual


• Orga nizat ion


How to Become More Influential

• Read autobiographies of powerful people• Read books with a strong power theme• Observe those people who are good at connecting with and motivating others• Look at every individual or group interaction as an opportunity to influence• Pre-plan and debrief key interactions for influence opportunities• Keep an influence log/diary• Create influence goals and plans, and rehearse


INFLUENCE ANALYSIS EXERCISE INFLUENCE SKILLS: I’m Good At • • • • •

INFLUENCE SKILLS: I Need To Develop • • • • •

THREE THINGS I’M GOING TO DO TO BECOME MORE INFLUENTIAL: 1. 2. 3.

Handout - Page 2

Proactive Influence: How are youGoing to Make a Difference?!!! (10 min)




William R. Bryan, Ph.D.Partner and Vice President, CSSR

[email protected]

Jay MidwoodDirector of Communications &

Student Involvement, [email protected]

401-474-0085

Contact Us

