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Influencing without Authority Rebecca Jones, MLS 905.731.5836

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Presentation on theme: "Influencing without Authority Rebecca Jones, MLS 905.731.5836"— Presentation transcript:

1 Influencing without Authority Rebecca Jones, MLS

2 Or…. Authority without Influence? Principles for influencing are based on social learning

3 Influencing is built on:

4 Influencers Influence without Authority by Cohen and BradfordInfluence without Authority The Art of Woo by Shell and Moussa Influencer by Patterson & Grenny The Influence Model in Journal of Organizational Excellence, Winter 2005 Situation Management Systems Positive Power and Influence Programs Dave Pollard How to Save the World blogHow to Save the World

5 Influencing starts with us Wanting to learn Seeing ourselves as influencers Learning? Yes…..that to change how people behave, we have to change how they think…..and that means us

6 OH yeah! Influencing within cross-functional teams… The fine art of leadership, team building, politics and influencing

7 Some underlying principles One in ten Americans tell the other nine how to vote, where to eat, & what to buy Passionate, informed, well-connected, articulate people with broad social networks, to whom others look for advice & recommendations Talkers Two thirds of US consumer goods sales are influenced by word-of-mouth traffic ( McKinsey, May 2001 ) The Influentials Keller & Berry, 2003

8 Some underlying principles Influencers tend to be expert in a specific domain Tend to be Early Adopters or certainly know how to build relationships with early adopters to move change through

9 The Classic Corn Research & Early Adopters

10 Effective influencers Are opinion leaders –Knowledgeable about the issues being dealt with –Viewed as trustworthy –With connections –Use their knowledge & connections to help others

11 And just a few more…. Teams are most effective when: There are no assumptions & clarity reigns Every members talents & gifts are recognized & utilized

12 Cohen-Bradford Influence without Authority Model Assume all are potential allies Identify currencies: yours & theirs Diagnose the other persons situation Clarify your goals & priorities Develop & deal with relationships Influence through give & take

13 Case study: Nettie Seabrooks Her currencies: Credibility built through high-quality work Competent Placing the organizations interests first Building many relationships at all levels Visibility Trustworthy

14 Wooing Knowing what you want Getting it in front of a few people Forming, moulding & building a snowball Following the network One idea, one ally, one , one conversation, one meeting, one presentation at a time

15 Influencing is built on:

16 Influencing skills Know your strengths & weaknesses Work to your strengths Keep the organizational perspective Critical success factor for credibility & expertise Competence

17 Influencing skills Get to know people, what they do, & keep in touch – regardless of level Build trust; its incremental & fragile You cannot antagonize and influence at the same time. J.S. KnoxYou cannot antagonize and influence at the same time. Relationships

18 Influencing skills Be clear on what you want Be clear on what youve got, & where your lines will be drawn Communicate clearly, in the style of the listener Clarity

19 At The Table Voice To move to the decision-making table: Clear direction which can be articulated Cross-functional experience Financial understanding of ROI & investments Presence »Rebecca Jones research for SLA Executive Institute, Information Outlook

20 Influencing Styles Involving – pull - communication style matches others; building collaboration Inquiring – push - listening carefully to identify others needs & currencies; to give & take Leading – pull - engaging people to share stories & common grounds Proposing – push - presenting possible solutions or a choice of options; structured & rational

21 Inquiring Based on assumption that people are more motivated by what theyll lose Scarcity principle: people want what they cant have Reciprocity principle: give & get in return Present an idea, explaining what it is theyll get from you or what they might lose

22 Leading or Visioning Based on assumption that people want to help create the solution Requires a good blend of both expertise & credibility - & trust Use images & metaphors, not facts & logic

23 Proposing or Persuading Goal is to gain real commitment Remember the credibility card What do they want that I can give them? Why might they say no? Ask for it; close the sale –Will you commit? –When will you.. –Not We hope you will….

24 Involving Based on assumption that people like to be a part of what other people are involved in Name specific individuals who are or have been involved Works especially well if the people LIKE those who are involved People are more influenced when they feel they are part of the process, are complimented & thanked for their contribution

25 All styles Require: Clarity – communication skills are critical Competence – must know what you are doing Relationships – must know which style to pursue

26 Dave Pollards September 18, 2007 How to Save the World Blog

27 Cross-functional Groups Clarity: –What is the goal? Your goal? Each members goal? –What % of their time are they to work with the group? –Whats valuable for them? WIIFT? What currencies are they seeking? –What about their boss? –Bring in senior person sponsoring group to adjust clarity for group

28 Cross-functional Groups Relationships –Your listening & inquiry skills are more important than ever –Talk with each member –Keep people in the loop –Organizational interests come first

29 Planning your approach Whats your objective? –What do you know? –What do you need to know? What style(s) will you apply? Draft your approach Try it & learn

30 Influence may be the highest level of all human skills.

31 Thank you Let us know how you are doing!

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