influence and authority: use your personal power to get things done
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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.TRANSCRIPT
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
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.
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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© 2014 Johanna Rothman
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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© 2014 Johanna Rothman
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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© 2014 Johanna Rothman
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
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© 2014 Johanna Rothman
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
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© 2014 Johanna Rothman
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
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© 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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© 2014 Johanna Rothman
Sources of Personal Power
Ambition!
Energy!
Focus!
Confidence!
Self-knowledge!
Capacity to tolerate conflict!
Empathy with others
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© 2014 Johanna Rothman
Ambition
Not ambition to climb the ladder!
Ambition to achieve influence
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© 2014 Johanna Rothman
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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© 2014 Johanna Rothman
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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© 2014 Johanna Rothman
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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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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© 2014 Johanna Rothman
A Potential Power Radar Chart
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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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© 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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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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© 2014 Johanna Rothman
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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© 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.
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© 2014 Johanna Rothman
“Masculinity”
What’s important to the person: Achievement or work
environment?
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© 2014 Johanna Rothman
Uncertainty Avoidance
How comfortable do you feel in ambiguous or unknown
situations?
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© 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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© 2014 Johanna Rothman
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
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© 2014 Johanna Rothman
Activity: What’s Important to You?
Now, decide what’s most important to you!
We’ll debrief together
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© 2014 Johanna Rothman
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
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© 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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