1. Influence without Authority: Optimizing your Leadership as a Business Analyst Cindy Casebolt, PMP IIBA Professional Day Columbus, Ohio September 13, 2013

2. Agenda What is influence? Why is it important for business analysts? What are techniques to increase your influence? Further Reading Q & A

3. Influence Defined - Influence is the ability of one person to affect the behavior of another. Why is it important for business analysts to influence their project teams and stakeholders?

4. Influence as a Leader MANAGING REQUIREMENTS - Goes in the direction of the present vision - Solves problems and brings order - Uses available rewards and human motivations - Manages conflicting views by finding compromises Doing Things Right LEADING REQUIREMENTS - Has a vision, inspires followers in pursuit of that vision - Uses power for influence and brings people along - Finds problems to solve - Seeks opposing views to identify options - Brings chaos to an organization in pursuit of a vision Doing the Right Thing

5. Techniques for Influence Understanding personalities Mapping social networks Choosing influence tactics and desired outcomes Identifying and modifying “vital behaviors”

6. Understanding Personalities

7. To influence “D” type people… o Connect with the bottom line and show how the team will “win” To influence “I” type people… o Show them recognition and approval of their work To influence “S” type people… o Show them how they can support others and the team To influence “C” type people…. o Give them clarification and complete understanding, consistency

8. Understanding Personalities To increase your influence as a “D”… o Stop, relax and take time to connect with your team To increase your influence as an “I”… o Use a time management system – keep work along with fun To increase your influence as an “S”… o Take a few risks – do something unpredictable To increase your influence as a “C”… o Learn to trust and put the emphasis on people

9. Mapping Social Networks “Trafficking in Trust: The Art and Science of Human Knowledge Networks” Karen Stephenson, Ph.D., “Social Anthropologist” http://www.drkaren.us/pdfs/chapter15.pdf

10. http://connectedness.blogspot.com/2005/04/pulse-taker-by-karen-stephenson.html Exercise: Social Network

11. Influence Outcomes Commitment Compliance Resistance While in the real world, compliance may be the appropriate outcome from time to time, your effectiveness depends on your ability to get commitment from the key departments across the organization. Source: Richard Lepsinger, OnPoint Consulting

12. Proactive Influence Tactics Level of EffectivenessTacticDefinition Most EffectiveRational PersuasionUsing logical arguments and factual evidence to show that a request or proposal is feasible and relevant for important task objectives. Most EffectiveInspirational AppealsAppealing to a person’s values and ideals, or seeking to arouse the person’s emotions, to gain commitment for a request or proposal. Most EffectiveConsultationAsking the person to suggest improvements or help plan a proposed activity or change for which the person’s support is desired. Most EffectiveCollaborationOffering to provide relevant resources or assistance if the person will carry out a request or approve a proposed change. Moderately EffectiveApprisingExplaining how carrying out a request or supporting a proposal will benefit the person personally or will help to advance the person’s career. Moderately EffectiveIngratiationUsing praise and flattery before or during an attempt to influence someone to carry out a request or support a proposal. Moderately EffectivePersonal AppealsAsking the person to carry out the request or support a proposal out of friendship, or asking for a personal favor before saying what it is. Moderately EffectiveExchangeOffering something a person wants, or offering to recriprocate at a later time, if the person will do what you request. Least EffectiveLegitimating TacticsEstablishing the legitimacy of a request or verifying that you have the authority to make it. Least EffectiveCoalition TacticsEnlisting the aid of others, or using the support of others, as a way to influence someone to do something. Least EffectivePressureUsing demands, threats, frequent checking, or persistent reminders to influence someone to do something. Source: Richard Lepsinger, OnPoint Consulting

13. Influencer: The Power to Change Anything Identify 2-3 “Vital Behaviors” Six Sources of Influence o Values o Skills o Support o Teamwork o Incentives o Environment Ron McMillan: For Powerful Change, Change Behavior http://www.youtube.com/watch?v=8ZWfXbGznGw&list=PL114AB9079C66B3C9

14. Exercise: Vital Behaviors With a partner, reflect on the video and try to determine 1-2 “vital behaviors” on your project team which, if modified, would do one or more of the following: o Increase quality of requirements gathered o Increase traceability of requirements o Increase effectiveness of scope management

15. Further Reading

16. Questions?