Chartered Management Institute Chartered Quality Institute

Influencing Skills for Leading Change and TransformationDebbie Rynda Stellar Consulting Ltd

27 January 2011

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Born to influence?!

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“The old crutch of authority is replaced today by a new leader’s ability to make relationships, use influence and work through others to get results.”

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How does influencing play into Leading Change and

Transformation?

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Leadership: Future, Engage, Deliver

Leadership

Deliver: keeping up momentum to implementHaving enough self-motivation, people skills and problem-solving abilities to keep the team and individuals energised and on course

Engage: motivate othersBeing a good enough salesperson to enroll others to the vision, the journey and the team

Future: setting the vision and inspiringBeing smart enough to decide what needs to be done and artistic enough to paint compelling images of both the destination and the nature of the journey

Adapted from Steve Radcliffe – Future Engage Deliver and Max Landsberg – The Tao of Motivation

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The Basics: Winning Friends and Influencing People

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Help people to like us

Win people over

Avoid offending them

Dale Carnegie’s work emphasises people skills

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Behaviours that help people to like us

Be genuinely interested in other people

Smile

Remember the person’s name

Be a good listener.

Talk in terms of the other person’s interests

Make the other person feel important

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Winning people over (1)

To get the best of an argument - avoid itShow respect for other person’s opinions If you are wrong admit it quickly and emphaticallyBegin in a friendly wayGet the other person saying ‘yes, yes’ immediatelyLet the other person do a great deal of the talking

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Winning people over (2)

Let the other person feel that the idea is his or hers

See things from the other person’s point of view

Be sympathetic with the other person’s ideasAppeal to the nobler motivesDramatise your ideasThrow down a challenge

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How to avoid offending Begin with praise and honest

appreciation

Talk about your mistakes before criticising others

Ask questions instead of giving direct orders

Let the other person save face

Make the other person happy about doing the thing you suggest

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Influencing skills are associated generally with workplace success

Managers who are versatile in how they influence and work with others are:27% better at leading teams25% better at coaching others22% better at managing conflict22% better at securing the commitment of their direct reports19% more likely to be promoted

Research by Tracom Group and others

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Source: Bradford & Cohen, Babson Research

1. Assume all are potential allies

A robust influencing approach

6. Influence through give and take

2. Clarify your goals and priorities

3. Diagnose the world of the other person

4. Identify relevant currencies, theirs, yours

5. Dealing with relationships

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Influencing without authority can be achieved through “currencies” of influence

Maslow’s Hierarchy of NeedsBradford & Cohen’s Currencies

Source: Bradford & Cohen

Self Actualisation

Status

Belonging

Security

Survival/Resources

Inspiration-Related

Position-Related

Relationship-Related

Personal-Related

Task-Related

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AssistanceRapid Response

Challenges

New Resources

Backing

Task-Related

Information

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Personal-Related

Involvement

Self-worth Comfort

Gratitude

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Caring

Relationship-Related

AcceptanceUnderstanding

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RecognitionVisibility

Reputation

Insiderness Contacts

Position-Related

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Moral correctness

Inspiration-RelatedExcellence

Vision

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Source: Cohen & Bradford, Babson Research

1. Assume all are potential allies

A robust influencing approach

6. Influence through give and take

2. Clarify your goals and priorities

3. Diagnose the world of the other person

4. Identify relevant currencies, theirs, yours

5. Dealing with relationships

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Rational Approach

Building Personal Relationships

Coercive Approach

Limited SuccessD

iffic

ult

Ease

of

Impl

emen

tatio

n

±Value

HighLow

Easy

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Relationship-Building Approach

“You know we “You know we have known

each other for a long time….”

“You and I are both….

Measurably More Successful

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Results

Actions

Opportunities & Priorities

Ideas and Possibilities

Relationships

Relationships to Results Pyramid

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Relationships to Results Pyramid

Results

Actions

Opportunities & Priorities

Ideas and Possibilities

Relationships

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Shadow and LightPeople arrive in your space and before a word is spoken, you can feel different.

Each of us shines our LIGHT and

casts a Shadow.

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Source: Cohen & Bradford, Babson Research

1. Assume all are potential allies

A robust influencing approach

6. Influence through give and take

2. Clarify your goals and priorities

3. Diagnose the world of the other person

4. Identify relevant currencies, theirs, yours

5. Dealing with relationships

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But there are limits to reciprocity

Frequent, moderate positive exchanges increase social status, trust & influence

High imbalances cause resentment

Research at Stanford

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What is Your preferred style of Influencing?

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An Influencing Model – 4 types

GuardianGuardian

VisionaryVisionary ConductorConductor

HarmoniserHarmoniser

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Interactive exerciseSee the handouts

Fully describe to your partner what you like to receive when being influenced.

Look for the differences between you.

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Point to your type

GuardianGuardian

VisionaryVisionary ConductorConductor

HarmoniserHarmoniser

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Influencing groups of people

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Five score years ago, a great American, in whose symbolic shadow we stand today, signed the Emancipation Proclamation........

We have also come to this hallowed spot to remind America of the fierce urgency of Now. This is no time to engage in the luxury of cooling off or to take the tranquilising drug of gradualism.

I have a dream that one day this nation will rise up and live out the true meaning of its creed: "We hold these truths to be self-evident, that all men are created equal.”

I have a dream that my four little children will one day live in a nation where they will not be judged by the colour of their skin but by the content of their character.

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Our Chairman will now dance his vision for the transformation of our company.

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Leadership: Future, Engage, Deliver

Leadership

Deliver: keeping up momentum to implementHaving enough self-motivation, people skills and problem-solving abilities to keep the team and individuals energised and on course

Engage: motivate othersBeing a good enough salesperson to enroll others to the vision, the journey and the team

Future: setting the vision and inspiringBeing smart enough to decide what needs to be done and artistic enough to paint compelling images of both the destination and the nature of the journey

Adapted from Steve Radcliffe – Future Engage Deliver and Max Landsberg – The Tao of Motivation

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Q & A

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Guardians

This is a timeless wisdom that you are aiming to lead

and influence in a way that is repeatable again & again – so that others benefit from your

consistent leadership through change.

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Conductors

Put it into practice AND flex it for the change that goes on every day. Get on and use it

pragmatically in the leadership role you have.

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Harmonisers

You have the inherent style to address what some call "conflict"

when it is really a lack of understanding because the people

are just not getting what each other are saying. The job for you as a leader of change is to enable

others to have influence.

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Visionaries

As you look to the future, leaders and managers like you

move more to the core of change in businesses. You

have an obligation to become better at influencing and being

influenced.

Influencing Skills for Leading Change and Transformation

Debbie Rynda Stellar Consulting Ltd

27 January 2011

Thank you.If you want a copy of the slides, drop your business card on the table.