Presentation on theme: "Paul Vaughan, Regional Director, RCN West Midlands"— Presentation transcript:
1 Paul Vaughan, Regional Director, RCN West Midlands “Think twice before you speak, because your words and influence will plant the seed of either success or failure in the mind of another”NapoleonFind the passion and make it happen: a short guide to influencing skillsPaul Vaughan, Regional Director, RCN West Midlands
2 Sources of power The power of/to… Leading Beyond Authority. PositionPersonalityIdeasIntellectCommunicateConnectInvestRewardIA:85Leading Beyond Authority.J. MiddletonIA: 90IA:60BA:10BA:10BA:90IA:80IA:80BA:80BA:90IA:40IA:90IA:60BA:100BA:60BA:100
3 People who influence others seem approachable (Summers) Influencing peopleInfluence 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
4 Successful 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
5 Passion scale 1 2 3 4 5 6 7 8 9 10 Key Question: 12345678910Key Question:How passionately do you feel about your issue?Not at allFeel passionately
6 Focus for your journey Circle of Commitment Circle of Influence Circle of ConcernCovey, S. R. 1990The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. New York. Fireside
7 Key knowledge and skills for successful influencing Good communications skills including listening, questioning, analysing and presenting information clearlyKnowledge of how to plan and prepare for what you want to achieveAn understanding of what the person you are planning to influence feels is important to them in relation to your case or issueAn insight into some of the questions they may raise during your efforts to influence them
8 Vaughan’s 9 Step Model for Influencing See handout
9 Where would you like to use your influence? What do you want to influence?Who do you want to influence?
10 Identify your goal Key Question: What are you looking to achieve? Are you clear about what you want to achieve?Write a simple, clear statement that states the essence of what you are aiming to achieveHow will you know when you have achieved it?What will it feel like, look like and what will it sound like when you have achieved your goal?Identify your bottom line and include any alternatives?If you cannot get exactly what you want, is there something else that would come close?Have you written it down and told other people what you goal is?By writing it down and telling others what you are intending to do there is a greater chance that you will do it.Key Question:What are you looking to achieve?
11 Assess your current situation IssueWho is involved?Current policiesWho does the issue affect?What is the impact on those whom are affected?What are the current gaps in practice?Key Action:Undertake an assessment of what currently happens in your workplace
12 Is what you want to achieve realistic? Check if you “R” SmartHow 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
13 Gather evidence to support your case What is the current main intervention for the patient condition?Is there an alternative treatment to consider?What are the clinical outcomes from the various interventions?What statistically evidence is there to support your position?What are the resource or budget implications?Are there any Nice Guidelines/Clinical Guidelines relevant?What do your patients think? How does the current situation impact on them?Mortality rates/number of patient complaintsDevelop a 'story' that helps to atriculate the impact and the benefit to patients.Key Questions:What sort of evidence will help you make the change in practice you are seeking?
14 Identify and map your key stakeholder Identify those who have an interest or a “stake” in what you are trying to achieveIdentify who has the power to grant your requestConsider how they can help youKey Questions:Who has the power to make the change in where you work?Who else can help you influence them?
15 Stakeholder analysis tool Key StakeholderIs opposed to your issueWill let what you are trying to do happenWill help you to achieve your goalHave the power to grant you your requestSH: 1✗/✔SH: 2✗✔SH 3:
16 Develop three key messages for influencing Know what evidence to use to get the best resultsGather your selected evidence, relate it to your goal and use it confidently and professionallySelect the three most powerful pieces of evidence and develop your key messages around themKey Action:Make your messages specific for your stakeholdersSelect the best evidence to influence your stakeholders
17 Group exerciseMAKINGA DIFFERENCETell 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?
18 Develop three key messages for influencing Arrange Evidence to Achieve Goal (AETAG Template)What are you hoping to achieve: State your outcome from Step 1Start with your strongest reason for being granted your requestEvidence to support your reasonSecond strongest reason for being granted your requestThird strongest reason for being granted your requestSummary 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.
19 Test out your key messages Practice the reasons/arguments you plan to use on someone – speak it out loudGet feedback on your overall objective and on your argumentsAsk your “guinea pig” to come up with questions/objections and readjust as necessary
20 Meet with the person you want to influence Consider how you will manage this meetingPlan the time, venue, have examples to hand, be assertiveAgree how and when you will be informed of the outcome
21 Managing the meeting Create state Clear perceptions and good judgement Self awareness and controlAbility to analyse/balance different viewsOpenness to others
22 Principles for influencing Make the pie biggerFocus on the interests, not positionsSeparate the people from the problemInsist the results based on objective standards
23 Review the resultsWhat have you achieved?Seek feedback and capture what worked wellRecord your learning from the experience in your portfolio
24 Strive and thrive top tips Write down the worst thing that could happenAsk yourself, if I wait, how much better will things be?Break tasks down into small pieces and start tackling themReverse prioritise to say no to the less important tasksSet deadlines for yourself and share these with othersBroccoli or Brussels Sprouts Principle
25 What would you attempt to do if you knew that you would not fail?