influence without authority - itmpi

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Influence and Leadership - Bear in Mind

December, 2015, 11:00 AM EST


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Michael NirPresidentSapir Consulting US [email protected]

Hosted by:

Jessica [email protected]


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Sapir Consulting LLC• Sapir Consulting US L.L.C. is a Strategic,

Organizational, Management consulting firm leading since 2004 consulting and training initiatives in strategy, operations, organization and technology.

• Michael Nir - President of Sapir Consulting, is a management consultant, Agile coach, speaker and author. He has been helping organizations overcome business challenges and deliver value, for over 16 years.


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Michael Nir• President @ Sapir Consulting US LLC

• M.Sc. Engineering, PMP®, SAFe™ accredited

• Author of 11 bestseller business books

• Global clients - telecoms, hi-tech, software

development, R&D environments and petrochemical

& infrastructure

• Integrating the hard and soft parts of Business,

Development and more

[email protected]

mailto:[email protected]


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Are we effective

Influencers?


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Where do you need to influence when

you lack authority?

Discuss with the person next to you


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Confusion and conflict is inherent, Influence without authority - necessity

MATRIX: LIMITED RESOURCES AND KNOWLEDGE SHARING


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That’s because the modern organization is sometimes like handling bears


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During a face to face encounter the bear is always right

SIMILAR TO OUR WORK PLACE


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Confusing guidelinesDENALI NATIONAL PARK – BEAR GUIDELINES


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Matrix Life Saving Rules LET’S RE-WORD A BIT

Bill or Lauren from Finance


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Know Thy Bear


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Know Thy Bear


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The people we work with in the matrix decide whether to collaborate much like bears in the wild

OMNIVORES BEARS IN THE MATRIX


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10%


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50%


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3 Fundamentals : Stakeholder management, Leadership approach, Influence style

INFLUENCE WITHOUT AUTHORITY MODEL


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Essential elements for influence without authority

Sitting on the fence

Identifying the cake

Focus in influence circle

Influence strategy -

liking

STAKEHOLDER MANAGEMENT - KEY CONCEPTS


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We tend to engage in conflict with the naysayers instead of investing in the allies

STAKEHOLDER MODEL

Trust

Agre

emen

t Allies Accomplices

Opponents AdversariesFence-Sitters


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Stakeholders view the same topic from various perspectives

STAKEHOLDER PERSPECTIVE


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Stakeholder A emphasize payment terms… STAKEHOLDER PERSPECTIVE


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Stakeholder B emphasize quality...Focus – What is in it for me - WIIFM

STAKEHOLDER PERSPECTIVE


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What you can do with what you have, rather than what you can’t with not

COVEY 7 HABITS

I can’t do this because you didn’t give me that

I can do this if you give me that


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People by and large are social beings…not resources

LIKING - INFLUENCE STRATEGIES

Liking can be based on

many things!

• Shared interests

• Shared ideas, ethics

• Shared experiences

• Active listening

• Friendship and trust


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Manage perceptions and create coalitions

BEARS IN THE MATRIX


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How to manage and lead StakeholdersSUMMARY OF CONCEPTS

Identify the stakeholders

Assess: Allies, Opponents,

Fence sitters, Accomplices

Construct method for

leading the ‘on the fence’

Focus in influence circle

Think – Liking


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How to identify great influence and collaboration - example

TEAM WORK


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3 Fundamentals : Stakeholder management, Leadership approach, Influence style



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LEADERSHIP APPROACH - KEY CONCEPTS

Qualities of a leader

Situational leadership

Listening and

coaching


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Concepts about what makes a leader have been changing

LEADERSHIP THEORIES

Great man & Trait

Participative,

transactional,

transformational

Situational & Contingency


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3871 executives globally – six distinct leadership styles with defined impacts

SITUATIONAL LEADERSHIP

Affiliative – people come first

Coacher – try this

Coercive - do as I tell you Authoritative –

come with me

Pace setter – do as I do

Democratic - What do you think?


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Most can easily master 2 styles – grow your inventory D. GOLEMAN – LEADERSHIP THAT GETS RESULTS – QUANTIFIABLE

Innovate

To organization

People set

Per. feedback

Mission values

To purpose


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Personal Styles

5-38


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Expanding the repertoire is based on emotional intelligence

QUESTIONS TO DEVELOP ACTIVE LISTENING (&COACHING)

If I understand correctly….

So, what you are suggesting is…

What would you like to see?

What is your intake on…

What do you think is possible?

How do you recommend to

proceed?


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How to increase your leadership aptitudeSUMMARY OF CONCEPTS

Which is your preferred

leadership style?

Which style you can

otherwise master?

Increase your active

listening expertise – be

aware.


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An example of passive listeningWHO’S ON FIRST


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3 Fundamentals Stakeholder management, Leadership approach, Influence style



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Communication styles

Influence style

INFLUENCE STYLE - KEY CONCEPTS


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Same Same but different THINKING STYLE DIVERSITY

Based on our own emotional and cognitive

experience we tend to think that others have

identical thinking patterns

We could not be more wrong

Our individual communication patterns are based

on personal specific experiences, emotions,

thoughts, preferences and more


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Adapt your communication style to increase your influence without authority

FOUR DOMINANT STYLES – PREDICTIVE MODEL

Process – Facts, Data

People – Needs, Values

Action – Objective

Idea – Concepts, Creativity

Directive

Resp

onsiv

e

High Assertiveness, control, force

High Sensitivity, feelings, relationship


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People style – building understanding

Energy – moving with, empathetic

Actions – sharing, listening

Outcome – understanding

Key words – people, needs, sensitivity,

relationships, beliefs, co-operation,

team spirit

Cultures – Asia, Japan, social

professions, HR, health and education

OVERVIEW





Directive

Resp

onsiv

e


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Idea style – building cooperation

Energy – moving together, inspiring

Actions – connecting, envisioning

Outcome – cooperation

Key words – concepts, innovation,

potential, creativity, possibilities

Cultures – France, R&D, project

leadership, younger generation (why are

we doing it, asking questions as a norm)

OVERVIEW





Directive

Resp

onsiv

e


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Process style – building solution

Energy – moving at, debating

Actions – proposing, reasoning

Outcome – solution

Key words – facts, details, procedure,

observation, proof, planning, analysis

Cultures – central Europe, engineering,

accounting, oil and chemicals,

government, manufacturing, pharma

OVERVIEW





Directive

Resp

onsiv

e


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Action style – building deal

Energy – moving against, bargaining

Actions – demanding, exchanging

Outcome – deal

Key words – results, objectives,

performance, deals, challenges,

decisions

Cultures – US, Australia, sales, retail,

consumer goods, senior managers

OVERVIEW





Directive

Resp

onsiv

e


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Influencing the styles – the Z model

Agree the facts – Process

Work out what logic suggests – Process

Discuss the different possibilities –

Idea

Check out potential people's reactions – People

Recommend a course of action – Action


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How to influence the stylesSUMMARY OF CONCEPTS

Identify your style

Notice your word selection

Analyze your stakeholders

perceived preferences

Use Z model for

influencing diverse

audiences


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3 fundamentals : Stakeholder management, Leadership approach, Influence style



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10%


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50%


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Next stepsSUMMARY

Analyze your preferences…

Chose one/two concepts

What would you do differently?

Plan how to use it, ask for support

Ask for coaching


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This specimen is not to be confused, and found only in hierarchical environments


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Thank you!I wish you success in

influencing and leading

the bears of your

organization

[email protected]

http://www.unicom.co.uk/eventdetail.php?epd=99

mailto:[email protected]


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Thank You

Increase your Return from Projects!

Scaled Agile SAFe® training in Boston MAhttp://sapir-cs.com/michael-nir/

http://sapir-cs.com/michael-nir/

http://sapir-cs.com/michael-nir/


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Questions?


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Hosted by:

Jessica [email protected]

Michael NirPresidentSapir Consulting US [email protected]

influence without authority - itmpi

Leadership & Management