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Influencing without Authority

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Presentation on theme: "Influencing without Authority"— 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 Bradford
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 blog Cohen & Bradford have extended their wonderful book with a website by the same name

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) They said that 10% of the US tell 90% of the US how to think – these 10% were labelled ‘influential” - this was really about word of mouth marketing But it also pointed out characteristics of people that tend to be “influencers” They talk – they share 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 member’s talents & gifts are recognized & utilized Brings us back to the critical elements in influencing – clarity, competencies & relationships The talents & gifts – leads to what cohen & bradford call currencies

12 Cohen-Bradford Influence without Authority Model
Identify currencies: yours & theirs Diagnose the other person’s situation Influence through give & take Develop & deal with relationships Cohen & Bradford focus on “currencies” for the give & take process involved in influencing Assume all are potential allies Clarify your goals & priorities

13 Case study: Nettie Seabrooks
Her currencies: Credibility built through high-quality work Competent Placing the organization’s 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 In the art of woo, Shell says that politics in organizations is just like politics elsewhere – You must know what you want to see happen Find a simple way of expressing it Get your idea(s) on agenda/in front of people Crate a sense of urgency Look for small wins & communicate them – congratulating others who’ve had any involvement in it people like to be a part of something that is having winning results – so look for small wins Form key alliances with stakeholders & keep going – look for a snowball effect Be flexible – as ideas gain acceptance people will add to it – so know what you’ll hold fast & what you can adjust And ASK for commitment Be active & keep at it Don’t assume it’ll stick once you’ve got an idea into place Means you have to map decision process – understand what networks are in your organization – Understand your own biases, weaknesses & strengths in communicating with those networks Form relationships throughout the network – relationships predispose people to your message Taking your idea of what you want from concept to buy-in & action requires that map & working methodically through it Working it 1 idea, 1 ally, 1 , 1 conversation, 1 meeting , 1 presentation at a time – Shell calls this the “one-move idea sales”

15 Influencing is built on:

16 Influencing skills Competence Know your strengths & weaknesses
Work to your strengths Keep the organizational perspective Critical success factor for credibility & expertise Competence Acknowledging the weakness of your idea b4 others builds your credibility with them Credibility resides in the audiences’ mind

17 “You cannot antagonize and influence at the same time.” J.S. Knox
Influencing skills Get to know people, what they do, & keep in touch – regardless of level Build trust; it’s incremental & fragile “You cannot antagonize and influence at the same time.” J.S. Knox Relationships It takes work to build & keep relationships

18 Influencing skills Clarity Be clear on what you want
Be clear on what you’ve 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 they’ll lose Scarcity principle: people want what they can’t have Reciprocity principle: give & get in return Present an idea, explaining what it is they’ll get from you or what they might lose So to find out what can be on the table in the give & take --- talk with them – asking lots of questions Always present biggest request first & have 2nd as a fallback Reciprocity – make sure these are of equal value

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….” This is a formal influencing event Might as well tell your audience that from the beginning Not just a nod, but real follow-through commitment If you are using data, make sure you’ve determined what sources your audience finds credible before you propose or present Frame your idea in their terms to fit their needs & problems – in their language, terms, expressions….

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 That means you have to tell them

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 Pollard’s 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? What’s 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
What’s 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 Let us know how you are doing!
Thank you Let us know how you are doing!

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