Presentation on theme: "Paul Vaughan, Regional Director, RCN West Midlands F IND THE PASSION AND MAKE IT HAPPEN : A SHORT GUIDE TO INFLUENCING SKILLS “Think twice before you speak,"— Presentation transcript:
Paul Vaughan, Regional Director, RCN West Midlands F IND THE PASSION AND MAKE IT HAPPEN : A SHORT GUIDE TO INFLUENCING SKILLS “Think twice before you speak, because your words and influence will plant the seed of either success or failure in the mind of another” Napoleon
S OURCES OF POWER The power of/to… PositionPersonalityIdeasIntellectCommunicateConnectInvestReward IA:85 BA:10 IA:60 BA:90 IA:80 BA:90 IA:90 BA:60 IA:60 BA:100 IA:40 BA:100 IA: 90 BA:10 IA:80 BA:80 Leading Beyond Authority. J. Middleton
I NFLUENCING PEOPLE Influence of a person who is liked is greater that that of one with the power to reward and punish – (Lewin) People who influence others seem approachable (Summers) Liking and influence are linked
S UCCESSFUL INFLUENCING Getting the result that meets your needs and the needs of your employer or all the parties involved in the issue. Achieved by gaining mutual agreement and ensuring that the process doesn’t damage the relationship you have with your employer or others in the organisation: “You cannot antagonize and influence at the same time” J.S Knox
P ASSION SCALE Key Question: How passionately do you feel about your issue? Not at allFeel passionately
F OCUS FOR YOUR JOURNEY Circle of Commitment Circle of Influence Circle of Concern Covey, S. R The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. New York. Fireside
Good communications skills including listening, questioning, analysing and presenting information clearly Knowledge of how to plan and prepare for what you want to achieve An understanding of what the person you are planning to influence feels is important to them in relation to your case or issue An insight into some of the questions they may raise during your efforts to influence them Key knowledge and skills for successful influencing
V AUGHAN ’ S 9 S TEP M ODEL FOR I NFLUENCING See handout
W HERE WOULD YOU LIKE TO USE YOUR INFLUENCE ? What do you want to influence? Who do you want to influence?
Write a simple, clear statement that states the essence of what you are aiming to achieve Are you clear about what you want to achieve? What will it feel like, look like and what will it sound like when you have achieved your goal? How will you know when you have achieved it? If you cannot get exactly what you want, is there something else that would come close? Identify your bottom line and include any alternatives? By writing it down and telling others what you are intending to do there is a greater chance that you will do it. Have you written it down and told other people what you goal is? I DENTIFY YOUR GOAL Key Question: What are you looking to achieve?
A SSESS YOUR CURRENT SITUATION Key Action: Undertake an assessment of what currently happens in your workplace Issue Who is involved? Current policies Who does the issue affect? What is the impact on those whom are affected? What are the current gaps in practice?
How does what happens in your place of work compare with what happens elsewhere? Is what you want to achieve realistic? Depending on what you find out you may have to adjust your original goal C HECK IF YOU “R” S MART
G ATHER EVIDENCE TO SUPPORT YOUR CASE Key Questions: What sort of evidence will help you make the change in practice you are seeking?
Identify those who have an interest or a “stake” in what you are trying to achieve Identify who has the power to grant your request Consider how they can help you I DENTIFY AND MAP YOUR KEY STAKEHOLDER Key Questions: Who has the power to make the change in where you work? Who else can help you influence them?
S TAKEHOLDER ANALYSIS TOOL Key Stakeholder Is opposed to your issue Will let what you are trying to do happen Will help you to achieve your goal Have the power to grant you your request SH: 1 ✗/✔✗/✔ SH: 2 ✗✔ SH 3: ✗✔
Know what evidence to use to get the best results Gather your selected evidence, relate it to your goal and use it confidently and professionally Select the three most powerful pieces of evidence and develop your key messages around them D EVELOP THREE KEY MESSAGES FOR INFLUENCING Key Action: Make your messages specific for your stakeholders Select the best evidence to influence your stakeholders
G ROUP EXERCISE Tell the person next to you what you do? What difference do you make to the team or your patients/clients? How easy did you find it to capture the essence of your contribution? MAKING A DIFFERENCE
D EVELOP THREE KEY MESSAGES FOR INFLUENCING ARRANGE EVIDENCE TO ACHIEVE GOAL (AETAG Template) WHAT ARE YOU HOPING TO ACHIEVE: State your outcome from Step 1 Start with your strongest reason for being granted your request Evidence to support your reason Second strongest reason for being granted your request Evidence to support your reason Third strongest reason for being granted your request Evidence to support your reason Summary of your case (Just make two or three simple statements here, no more than 150 words) SOUND BITE: A one line statement to finish. (This needs to be a powerful statement that captures your main reason for being granted your request: no more than 30 words) Key Action: Use this tool for constructing your key influencing points.
Practice the reasons/arguments you plan to use on someone – speak it out loud Get feedback on your overall objective and on your arguments Ask your “guinea pig” to come up with questions/objections and readjust as necessary T EST OUT YOUR KEY MESSAGES
Consider how you will manage this meeting Plan the time, venue, have examples to hand, be assertive Agree how and when you will be informed of the outcome M EET WITH THE PERSON YOU WANT TO INFLUENCE
Create state Clear perceptions and good judgement Self awareness and control Ability to analyse/balance different views Openness to others M ANAGING THE MEETING
P RINCIPLES FOR INFLUENCING Make the pie bigger Focus on the interests, not positions Separate the people from the problem Insist the results based on objective standards
What have you achieved? Seek feedback and capture what worked well Record your learning from the experience in your portfolio R EVIEW THE RESULTS
Write down the worst thing that could happen Ask yourself, if I wait, how much better will things be? Break tasks down into small pieces and start tackling them Reverse prioritise to say no to the less important tasks Set deadlines for yourself and share these with others Broccoli or Brussels Sprouts Principle S TRIVE AND THRIVE TOP TIPS
What would you attempt to do if you knew that you would not fail?
Some people want it to happen, Some wish it would happen, Others make it happen Michael Jordon
Call RCN Direct: or visitwww.rcn.org.uk/membership J OIN THE RCN