influencing others. leading change agenda what does “managing by influence truly mean?” tips to...
TRANSCRIPT
Leading Change
Agenda• What does “Managing by Influence truly
mean?”• Tips to being an effective influencer
• 5 Influencing Styles• 5 Steps to increasing your influence• Exercise
• Leadership: Influencing & Engagement• “Experiences” Exercise• Questions
Managing by Influence
Managing by Influence means….
Work influence is your ability to make a positive impact on others (actions, decisions,
or points of view). Peers, employees, and leaders respect and seek out influential
professionals. The receiver determines your level of influence. Real influence comes from
impact, not status.
5 Influencing styles
5 Styles:
1. Asserting – you insist that your ideas are heard and you challenge the ideas of others
2. Convincing – you put forward your ideas and offer logical, rational reasons to convince others of your point of view
3. Negotiating – you look for compromises and make concessions to reach outcomes that satisfy your greater interest
4. Bridging – you build relationships and connect with others through listening understanding and building coalitions
5. Inspiring – you advocate your position and encourage others with a sense of shared purpose and exciting possibilities
5 Steps to increasing your influence
5 Steps:1. Understand your influencing style:
• What’s your dominant style?• Do you apply the same style to every situation or individual? • If you don’t know – take “The Influencer Style Assessment”
by VitalSmarts2. Take stock of your situation:
• Who are your critical stakeholders you need to “win over”• Understand the style that may work best with your
audience, i.e., if it is a CFO, use data/logic and expertise or a peer, bridging or negotiating may be best
• Utilize the MIR model (Managing Interpersonal Relationships)
5 Steps to increasing your influence
3) Identify your gaps:• Figure out where you are on solid ground – where are the
common “wins”• What are the benefits – sell them• Understand where you need to shift gears and use a
different approach4) Develop:
• After you have identified the “gaps”, find a way to develop your influencing style
• Could be an internal mentor (someone you have seen exhibit those skills) or workshop
• Role play your “pitch” • As you build your capability and confidence, move on to
higher-stakes scenarios
5 Steps to increasing your influence
5) Practice:• Start out with “low stakes” situations where you can test out
your styles• Target a person or situation where you’d like to achieve a
certain outcome, think through the influencing style that will work best in that situation, and give it a try.
Influencing without authority
When your title isn’t enoughPersonal influence is an essential leadership skill
3 types of influencing tactics:1) Logical appeal – taps into people’s reason and intellect.
You present an argument for the best choice of action based on the organizational benefits, personal benefits or both. (objective, logical, factual and detailed evidence)
2) Emotional appeal – connects your message, goal or project to individuals goals and / or values. Link your request to a clear and appealing vision the other person can fully support
3) Cooperative appeal – builds a connection between you, the person you want to influence and others, to get support for your proposal. Working together to accomplish a mutually important goal.
Exercise
Bringing it all together:• Consider a situation where you are trying to
influence a situation / person• What is your natural style? • Validate which style should be used –
understanding the audience and situation• Plan your approach – i.e. what you are trying to
influence / what you can say or do in order to achieve your desired outcome?
• Pick a partner and role play – give feedback to each other
Leadership - Influencing & Engagement
As a leader, can you be both lovable and strong?
• Projecting warmth is the key to having influence Leaders who rate low in “likability” have about a one in 2,000 chance of being regarded as effective
• Leaders who try to immediately project strength run the risk of instilling a counterproductive fear in the very people they want to inspire
• Without a foundation of trust, a company’s employees may comply outwardly with the leader’s wishes, but they are much less likely to comply privately – to adopt the values, culture, and mission of the organization in a sincere lasting way (which causes disengagement)
• What matters most, isn’t where someone ranks within the company, but how well that person understands and mobilizes the informal networks needed to effect change
Connect then lead
Experience Says
Spend a few minutes thinking of……
What experiences you have had where a leader, peer or direct report did a great
job influencing.
What did they do?