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2 2 Leadership Development: Influencing Others without Authority Breakout Session #WC10-583 Name: Dr. Hany Malik Rodney Matsushima, Fellow Date: Monday,

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Presentation on theme: "2 2 Leadership Development: Influencing Others without Authority Breakout Session #WC10-583 Name: Dr. Hany Malik Rodney Matsushima, Fellow Date: Monday,"— Presentation transcript:


2 2 2 Leadership Development: Influencing Others without Authority Breakout Session #WC10-583 Name: Dr. Hany Malik Rodney Matsushima, Fellow Date: Monday, July 19, 2010 Time: 11:00 am – 12:15 pm

3 3 Agenda What is Influence? What are Sources of Individual Power and Influence? Process and Techniques for Influencing Others

4 4 How to: Increase your influence Call the shots without authority Work within challenging organizational environments

5 Increase Overall Influence 5 Organization Team Individual Consider three levels

6 Question: 6 Individual Do you understand the bases of individual power and influence? Are you familiar with the characteristics of most influential leaders?

7 Question: 7 Team Individual How effective are you in influencing teams? Do you know what it takes to influence your team to become a high performance team?

8 Question: 8 Do you understand the relationships between different entities of the organization? Are all parts of the organization working at maximum efficiency to support the strategy? Organization Team Individual

9 Alignment 9 Demonstrate how ideas align all levels to support the organizations mission to maximize influence Mission Organization Team Individual

10 Individual Level To increase your influence on the individual level, you must understand: 1.Characteristics of highly influential leaders 2.Different bases of individual power and influence. 10 Org Team Individual

11 The Extraordinary Leader John H. Zenger & Joseph Folkman LEADING ORGANIZATIONAL CHANGE PERSONAL CAPABILITY INTERPERSONAL SKILLS FOCUS ON RESULTS Characteristics of Extraordinary Leaders 11 Org Team Individual

12 Character 12 Integrity, credibility, telling the truth,… Making decisions with the organization paramount in their mind versus allowing a personal agenda to influence decisions. Keeping commitments that are made Practicing self-development; constantly learning Being receptive to, and specifically asking for, feedback from others Being approachable by anyone Treating everyone the same – no smiling up and kicking down behavior Org Team Individual

13 Character – Cont 13 Treating the waitress and bellhop with dignity, as well as people of high status Trusting other people; assuming good intentions Working collaboratively with others, versus seeing everyone as a competitor Not acting in an arrogant manner toward others Being tenacious and not giving up because something is difficult Having emotional resilience; adjusting rapidly to changing environments Org Team Individual

14 Personal Capability 14 Technical knowledge Product knowledge Professional skills (e.g, project management, writing skills, presentation skills, …etc) Innovation Initiative Effective use of information technology Org Team Individual

15 Interpersonal Skills 15 Communicating powerfully and prolifically Inspiring others to high performance Building positive relationships with others Developing the skills and talents of subordinates Working in collaborative manner with others Being an effective team member Recognizing and rewarding the contribution of others Org Team Individual

16 Interpersonal Skills – Cont 16 Being open and receptive to new ideas Responding positively to feedback Effectively resolving conflicts within their own departments and with other groups outside Influencing people upward in the organization, in addition to peers and subordinates Building the self-esteem of others, giving positive indications of their ability to succeed Teaching others in a helpful manner Org Team Individual

17 Focus on Results 17 Establish stretch goals for their people Take personal responsibility for the outcomes of the group Provide ongoing feedback and coaching to their people Set loftier targets for the group to achieve Personally sponsor an initiative or action Org Team Individual

18 Focus on Results – Cont 18 Initiate new programs, projects, processes, client relationships or technology Focus on organization goals and ensure that they are translated into actions by their department Operate with speed and intensity; accelerate the pace of the group Champion the cause of the customer Balance long-term and short- term objectives Org Team Individual

19 Leading Organizational Change 19 Have a strategic perspective Balance short-term and long-term needs of the organization Relate work to the organizations business strategy Translate the organizations vision and objectives into challenging and meaningful goals for others Champion change Org Team Individual

20 Leading Organizational Change – Cont 20 Lead projects or programs, presenting them so that others support them Market work groups projects, programs, or products Represent to key outside groups Help people relate meeting customers needs to the organization mission and goals Org Team Individual

21 Increasing Your Influence on the Team Level 27 Small Number Complementary Skills Common Purpose Performance Goals Common Approach Mutual Accountability Members committed to one anothers personal growth and success Katzenbachs High Performing Teams Model Org Team Individual

22 Increasing Your Influence on the Organizational Level 28 Org Team Individual *Suntivas Organizational Assessment Model Copyright 2010 Suntiva All Rights Reserved

23 Bases of Individual Power and Influence* 1.Reward Power: Results from the holders ability to reward others 2.Coercive Power: Results from the holders ability to punish others 3.Legitimate Power: Based on recognition of the holders valid authority in a given situation 4.Referent Power: Based on a persons attraction to or desire to be like the holder of power. 5.Expert Power: Based on the belief that the power holder has special knowledge or expertise *French and Raven's Five Forms of Power 21

24 Good News: Research shows that leaders who combined expert and referent power tend to be most effective. These two sources of power are based more on characteristics of the person than the position or situation; therefore, their combination is likely to result in greater acceptance of the leader and greater effectiveness on long-term basis. 22 Org Team Individual

25 Credibility 25 Research shows that the one CRITICAL condition to activating all types of power is CREDIBILITY. Credibility takes time to develop Without credibility, influencing without authority is virtually impossible Does the individual want to do the right thing? Does he or she know what the right thing to do is? And can he or she get it done? Org Team Individual

26 How to Have Influence 26 Link to Mission and Values Overinvest in Skill Building Harness Peer Pressure Create Social Support Align Rewards and Assure Accountability Change the Environment Personal Social Structural Motivation Ability * How to Have Influence, --Joseph Grenny, David Maxfield, Andrew Shimberg 1 2 34 56

27 Q & A 30 ?

28 Additional Resources 28 Influencer, Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan and Al Swizler Influence, Robert Cialdini Why You Dont Want What I Want, Rick Maurer Exercising Influence, B. Kim Barnes Getting Things Done When You Are Not In Charge, Geoffrey M. Bellman Bases of Social Power, French and Raven Suntivas Organizational Assessment Model

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