Developing Key Relationships

• Learning Outcomes– Map the dynamics of their own role and relationship with

their Head of School/Area.– Develop Strategies to build influence in key peer

relationships.

• Integrated Competing Values Framework– Broker

Managing Upwards & Building Influence

Power and Politics (Gabarro and Kotter)

Scarce Resources

Favorable Social Activity

PersonA

PersonB

Wit

Will

PoliticalSkill

Politics

Power

Influencing: Sources of Power and Tactics(French & Raven, 1959)

Types Tactics

Legitimate Legitimization

Consultation

Rational persuasion

Reward Exchange

Coercive Pressure

Connection Coalitions

Information Rational persuasion

Expert Rational persuasion

Referent Inspirational appeal

Personal appeal

Posi

tion

Pow

er

Pers

onal

Pow

er

Increasing your Upward Influence

• Sources of Position Power– Centrality– Criticality– Visibility– Relevance

Increasing your Upward Influence

• Expertise– Important in technological driven societies– Knowledge is power– Specialisation can be a dead end– Impression management

• Emotional Intelligence

Increasing your Upward Influence

• Personal Attraction– Agreeable behavior– Attractive physical appearance– Likeability

• Arguments accepted• Trustworthy• Good performance appraisals• Influence• EQ

Increasing your Upward Influence

• Legitimacy– Your vision– Is it congruent with the value system of the

organisation– Generate stories, rituals, symbols which

emphasise your vision and build culture

Increasing your Upward Influence

• Effort– What will benefit the boss?– What will increase your knowledge?– Effort equates to dedication and commitment.– Contribute to the group.

Managing Upward (Broker Role)

• Understand your boss• Understand yourself• Take Action

– Develop a compatible relationship– Develop a set of mutual expectations– Manage the flow of information– Be dependable and straightforward– Use the boss’s time and resources wisely

Managing Upwards

Kotter (1985) Power and Influence: Beyond Formal Authority. NY. Free Press

CEO

Manager

OverdependenceCounterdependence

Applying Type Dynamics: In Influencing

• Consider your own MBTI Type• Map it against an individual in the workplace:

– that you enjoy working with……– that you dislike working with…..– consider what their types may be….– does it provide any information that is useful to you that you

might use in your CC role– consider your course team, who are the significant players,

the quiet ones, non-participative, what is the balance of type– again, does this analysis provide any information that is

useful to you in your CC role

Networking (Henderson R. 2005 Management Today, October, 34-36, 38-39.

• What is networking?• What are your personal views of networking?• How does networking influence you and your

work related outcomes?• How had networking influenced your career

progression?

Networking (Henderson R. 2005 Management Today, October, 34-36, 38-39.)

• “If you are not a master networker, it is highly unlikely that you will be an effective leader or have any substantial influence in your networks, communities or workplace.” p. 34

Networking (Henderson R. 2005 Management Today, October, 34-36, 38-39.)

• Is a skill, not something you do – skills can be learned– Law of Abundance– Law of Reciprocity– Law of Giving without Expectation

• Network ethically, professionally and courteously• High level communication skills• Network creation takes time, effort and sincerity• Research the kind of networks you want, goals you

want to achieve, attend events, be transparent• Share information, talk to the whole person, give out

recognition