influence and authority: use your personal power to get things done

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TS Half-day Tutorials 5/6/2014 1:00:00 PM Influence and Authority: Use Your Personal Power to Get Things Done Presented by: Johanna Rothman Rothman Consulting Group, Inc. Brought to you by: 340 Corporate Way, Suite 300, Orange Park, FL 32073 888-268-8770 ∙ 904-278-0524 ∙ [email protected] ∙ www.sqe.com

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How often have you been in a situation where you could see the solution and yet did not have the authority to make a change? You tried persuasion; you tried selling your ideas; you might have even tried friendly manipulation to get your way. And nothing worked. Here’s a new plan. We can learn to develop and use personal power and influence to effect positive changes in our companies. Johanna Rothman describes how we can be specific about the result we want, look for what’s in it for everyone, and consider short- and long-term options to foster change while acting congruently and authentically. Although it’s not easy to do, with preparation and persistence you can transform yourself into a person with personal influence. When you’re influential, you build your power and, by extension, your informal authority in the organization. Join Johanna to examine what engenders personal power, how it might be affected by your company’s culture, and how you can become more influential in any organization.

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Page 1: Influence and Authority: Use Your Personal Power to Get Things Done

TS Half-day Tutorials

5/6/2014 1:00:00 PM

Influence and Authority:

Use Your Personal Power to

Get Things Done

Presented by:

Johanna Rothman

Rothman Consulting Group, Inc.

Brought to you by:

340 Corporate Way, Suite 300, Orange Park, FL 32073

888-268-8770 ∙ 904-278-0524 ∙ [email protected] ∙ www.sqe.com

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Johanna Rothman Rothman Consulting Group, Inc.

Known as the “Pragmatic Manager,”Johanna Rothman helps organizational leaders identify problems and risks in their product development and recognize potential “gotchas,” seize opportunities, and remove impediments. Johanna is the technical editor foragileconnection.com and is author of Manage Your Job Search, Hiring Geeks That Fit, Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects, the 2008 Jolt Productivity award-winning Manage It! Your Guide to Modern, Pragmatic Project Management, and Behind Closed Doors: Secrets of Great Management. She is currently writing a book about agile program management. In addition, Johanna writes columns for Stickyminds.com and projectmanagment.com, and blogs on jrothman.com, andcreateadaptablelife.com.

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Influence and Authority:!Using Your Personal Power to

Get Things Done

Johanna Rothman www.jrothman.com @johannarothman [email protected]

781-641-4046

© 2014 Johanna Rothman

Why Are You Here?

What are your objectives today?!

!

Everyone: write three cards:!

Where did you want to use influence or power and you

tried but were not as successful as you wanted to be?!

When did you think you did not have enough authority?

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Influence

Based on developing mutual outcomes!

First we build rapport!

Based on being congruent!

With the situation!

With the other person

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© 2013 Johanna Rothman

What is Congruence?

Blaming – Consider Self and

Context, Disregard Other!

Placating – Consider Other and

Context, Disregard Self!

Super-Reasonable – Consider Only

Context!

Irrelevant – Consider Neither Self,

Other, or Context!

Congruent – Consider Self, Other

and Context appropriately

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People are Congruent When…

They take all three pieces into account:!

Self, other, context!

Blaming? Nope!

Placating? Nope!

Super-reasonable? Nope!

Irrelevant? Nope!

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© 2014 Johanna Rothman

Influence Works When You Are Congruent

It’s not about calmness!

You can have an effective conversation!

Even if you’re congruent, you have other prerequisites

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Influence and Authority: Using Your Personal Power to Get Things Done

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Discussion About Congruence

How can you tell if a person is ready for an influence

discussion?

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© 2014 Johanna Rothman

Other Prerequisites for Influence

The other person has to believe in your competence!

The other person has to believe in your trustworthiness !

You have to build rapport

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How do People Believe in Your Competence?

They see your results!

You build small wins, every day, over time!

You build your portfolio of value!

Other people vouch for you!

Testimonials, references!

You can claim competence

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© 2014 Johanna Rothman

The Other Person’s Belief in Your Trustworthiness

You must not gossip about other people.!

You must meet your commitments, or explain why you cannot

meet your commitments.!

Be consistent in your actions and reactions!

Make integrity a cornerstone of your work!

Be willing to discuss, influence, and negotiate. Don’t get stuck

on your position!

Trust in yourself and your colleagues"10

Influence and Authority: Using Your Personal Power to Get Things Done

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Build Rapport

Discussion: How do you build rapport now?!

Several ways:!

Matching!

90 degrees!

Side-by-side!

Activity: Build rapport

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© 2014 Johanna Rothman

Influence with Integray

Aim for a specific result!

Be positive!

Take in the sensory data!

Dovetail your desires with those of the other person!

Entertain short- and long-term objectives!

Genie Laborde’s 5-step approach

"12

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Activity

In teams of three:!

Influencer, Influencee, Observer!

Take a card (or writer a new card_!

Practice building rapport and influencing. I will time you.!

You will have a chance to debrief in your teams.!

Rotate.!

We will debrief together

"13

© 2014 Johanna Rothman

About Authority

Does anyone ever have enough authority to accomplish

what they need to get done?!

Title-based authority is weak!

People tend to help you because they respect or like you!

It’s your personal power

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Sources of Personal Power

Ambition!

Energy!

Focus!

Confidence!

Self-knowledge!

Capacity to tolerate conflict!

Empathy with others

"15

© 2014 Johanna Rothman

Ambition

Not ambition to climb the ladder!

Ambition to achieve influence

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Energy

Energy is contagious!

It inspires other people to work on your behalf

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© 2014 Johanna Rothman

Focus

When you specialize, you build relationships!

You develop functional skills and knowledge!

You complete work!

Remember that competence business?

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Confidence

The more confidence you have, the more powerfully you

behave!

It’s a basis for building more power and influence

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© 2014 Johanna Rothman

Self-Knowledge

The more you reflect and know yourself, the more you

learn about yourself!

You develop yourself

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Capacity to Tolerate Conflict

How well do you handle “difficult” people?!

They may not think they are difficult!

How well do you handle stress at work?!

Which kinds of stress?

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© 2014 Johanna Rothman

How much Empathy Do You Have With Others?

Sympathy and empathy are different!

Sympathy is feeling for another person!

Provide comfort!

Empathy is feeling with another person!

Often arises from experience!

Which one do you think is more powerful?

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A Potential Power Radar Chart

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© 2014 Johanna Rothman

Activity

Part 1:!

Alone: chart your capabilities from a 1, which is low, the

center, to a 5, which is outside on this radar chart. !

We’ll debrief together.!

Consider: How well does your power fit the culture of

your organization?

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Influence and Authority: Using Your Personal Power to Get Things Done

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© 2014 Johanna Rothman

Schein’s Work on Culture

Three things:!

What people can discuss!

What the organization rewards!

How people treat each other

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© 2014 Johanna Rothman

Hofstede’s Classifications

1. Power distance: Relationship to authority!

2. Individualism: The relationship between individual and society!

3. Masculinity: to paraphrase Hofstede: ‘Masculinity is about the

person’s ego. Femininity is about the relationship with other people.’!

4. Uncertainty avoidance: Ways of dealing with conflicts, including the

control of aggression and the expression of feelings !

5. Long-term orientation: Does the organization look to the long term

or the short-term when making decisions?

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Dimensions Are Neither Good Nor Bad

They just are!

Organizations tend to have an overall classification!

Your manager might lean one way more or less

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© 2014 Johanna Rothman

Power Distance

Extent to which the less powerful expect and accept that

power is distributed unequally

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Influence and Authority: Using Your Personal Power to Get Things Done

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© 2014 Johanna Rothman

Individualism

Individualism/Collectivism: whether the interest of the group

prevails over the individual prevails over the group

(collectivist) or whether the interest of the individual prevails

(individualist).!

If you have a collective culture, and a large power distance,

you must start at the top for influence. No point in starting

anywhere else. You might build allies lower down, but that’s all

they are, allies. They can advise you, but they cannot help you.

"29

© 2014 Johanna Rothman

“Masculinity”

What’s important to the person: Achievement or work

environment?

"30

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Uncertainty Avoidance

How comfortable do you feel in ambiguous or unknown

situations?

"31

© 2014 Johanna Rothman

Long Term Orientation

How much do you work for the long term or orient

towards the short term?

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Influence and Authority: Using Your Personal Power to Get Things Done

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Activity: What’s Important to Your Organization?

Alone: What’s most important to your immediate

manager and your manager’s manager? We’ll debrief

together

"33

© 2014 Johanna Rothman

Activity: What’s Important to You?

Now, decide what’s most important to you!

We’ll debrief together

"34

Influence and Authority: Using Your Personal Power to Get Things Done

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Activity

Now that you have the ideas of power and culture, we’ll

do the speed influence again. !

Influencer, influencee, observer, 3 rounds!

Debrief between each round!

Final debrief all together

"35

© 2014 Johanna Rothman

References

Hofstede, Geert, Gert Jan Hofstede, Michael Minkov, Cultures and Organizations :

Software for the Mind, Third Edition, McGraw Hill, 2010.!

Laborde, Genie Z. Influence with Integrity. Crown House Publishing. Wales, 1998.!

Pfeffer, Jeffrey. Power: Why Some People Have it and Others Don’t. HarperBusiness.

2010.!

Shell, G. Richard. Bargaining for Advantage: Negotiation Strategies for Reasonable People. !

Solomon, Robert C., Building Trust: In Business, Politics, Relationships, and Life, Oxford

University Press. 2003!

Weinberg, Gerald M. Quality Software Management, Volume 3, Congruent Action.

Dorset House. 1994.

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© 2014 Johanna Rothman

More Reading

Prepare to Become More Influential, http://www.jrothman.com/

2013/02/prepare-to-become-more-influential/!

Building Rapport, http://www.jrothman.com/2012/04/building-rapport/!

Working Together—Not Just Working Together, http://

www.jrothman.com/2010/03/working-together-not-just-working-

together/!

Who Decides What Done Means for a Program?, http://

www.jrothman.com/2011/07/who-decides-what-done-means-for-a-

program"37

© 2014 Johanna Rothman

Stay in Touch?

Pragmatic Manager: www.jrothman.com/

pragmaticmanager!

Please link with me on LinkedIn: www.linkedin.com/in/

johannarothman/

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