tech ed 2009 creating strategic influence on stake holders
TRANSCRIPT
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Ranganathan SExecutive Coach & Corporate MentorSymIndia Training & Consultancy Pvt. Ltd.Email: [email protected]: +91‐98450 21702
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I am always ready to Learn… though,g ,I am NOT always
as readyto be Taught!!
Agenda
Why Influence—A Model
Strategic Influence—A Demo
Thought Patterns of an Influencer
Effective Influence—A Demo
Stake‐holder Profiles and Needs
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RealitiesTechnology has become just a TOOLManagement Bandwidth has become just a TOOLTOOLAcross levels, each one has to become a Solution-ProviderLack of Knowledge/Skills cannot be an Excuse anymore (thanks to W W W)
Global slow down and its impact…
S
ce
Politicians Stars
Poor Souls
Infl
uen
c
Scavengers
Competence
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Politicians Starsce PoliticiansSo What?
StarsE f f o r t !!
S P S l
Infl
uen
c
ScavengersShould I?
Poor SoulsContended?
Competence
Key Focus Area
“Strategic
Influencing”
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G dhiGandhi
Where to Focus?
OUR SIDE STAKE-HOLDER SIDE
Revenue (Top Line)
Minus
Costs (Middle Line)
Equals
Revenue (Top Line)
Minus
Costs (Middle Line)
Equalsq
Profits (Bottom Line)
Equals
Profits (Bottom Line)
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“Influencing”f gPurpose
Technical Competence
“Influencing”CourageCourage
Conviction
Facts/Logic
EmotionEmotion
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Thought Patterns
Have we Understood and
Analyzed our own
Thought Patterns
Initiative
I cannot do anything unless I am y g
told to …
I can do anything unless I am told y g
Not to …
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Aspiration
What is the best I can do with
what I have
What do I want to do and How do I
get what I Don’t have
Competition
People are my Competitors and I p y p
have to compete with them
People are my Collaborators and I p y
must compete with Myself
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Change
People have to Change, for me to p g ,
Change
I have to Change, for people to g , p p
Change
Larger Picture
I am Just a Piece in the Larger g
Scheme of things
I am a Critical Piece in the Larger g
Scheme of things
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Assumptions
NegativeAssumptions
PositiveAssumptions
Seeking Information
SeekingPermission /
Decision
SeekingInformation
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Proposal
Expressing A
Desire
MakingA
Proposal
Accountability
Popularity Creating Accountability
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Conflicts
Harmony ProductiveConflicts
LLagaan
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“Influencing”f gMultiple
Stake-holders
Gate Keeper
Analyst
Influencer
PROFILESCoach/Friend
Catalyst
End UserDecision Maker
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Parameters
Degree of Information Need
Degree of Information Sought
l / f lFormality/Informality in Interaction
Interaction Location
Interaction Mode
Frequency of Interaction
Intensity of Interaction
Focus of Interaction (transaction, person, goal, results…)
Data‐based/Emotion‐based Interaction
Inside/Outside System
Group‐mode / Individual‐mode
S
ce
Politicians Stars
Poor Souls
Infl
uen
c
Scavengers
Competence
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Summary
Why Influence—A Model
Strategic Influence—A Demo
Thought Patterns of an Influencer
Effective Influence—A Demo
Stake‐holder Profiles and Needs
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www.symindia.com 16
Ranganathan SExecutive Coach & Corporate MentorSymIndia Training & Consultancy Pvt. Ltd.Email: [email protected]: +91‐98450 21702
Ranganathan SExecutive Coach & Corporate MentorSymIndia Training & Consultancy Pvt. Ltd.Email: [email protected]: +91‐98450 21702
![Page 17: Tech Ed 2009 Creating Strategic Influence On Stake Holders](https://reader038.vdocuments.mx/reader038/viewer/2022111805/554ebbecb4c905064d8b45e7/html5/thumbnails/17.jpg)
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© 2009 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS,
IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.