Ifl i With tInfluencing Without...

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I fl i With tInfluencing Without Authority:

Rev Up Your Internal Consulting Skills

Presented to:

© Enhanced Performance. Enduring Results.

Presented to:PMI Minnesota – July 21, 2008

Richard Larson, PMP, CBAP

Watermark Learning at a GlanceTraining organization established in 1992Offering a broad range of skill development programs:

Project Management Training– Project Management Training– Business Analysis Training– “Influencing Skills” Training– Speaking and Publications

Private and Public ClassesNumerous clients in many industriesIndustry Partnerships– An “original” PMI® Global Registered


An original PMI Global RegisteredEducation Provider

– A Charter IIBATM Endorsed EducationProvider

– Offering BA and PM Masters Certificateprograms through Auburn University

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*Influence

Today’s Objectives

InfluenceDefined

Overcoming What’s


the Barriers Stopping Us?

What is Influence? The capacity … to be a compelling force on or produce effects on the actions, behavior,

i i f hopinions of othersDictionary.com

The ability to get things done through other people

PMBOK


The ability to proactively shift the thinking, actions, and even emotional states of other people.

Andrew Neitlich, How to Master Influence Skills…,Sitepoint.com, September 17th 2004

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1. Series of questions or quotes

Exercise: 2 Truths and a Lie

throughout the presentation2. Each has 2 “truths” and 1 “lie”3. Review the question and write down

which is the “lie”



Which quote was not said by the person indicated?indicated?

1. ALBERT EINSTEIN: “Setting an example is not the main means of influencing another, it is the only means.”

2 HENRY FORD: “A leader is a dealer in hope ”


2. HENRY FORD: A leader is a dealer in hope.

3. WINSTON CHURCHILL: “Eating words has never given me indigestion.”

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Influence


InfluenceDefined

Overcoming * What’s



Discussion & Exercise What prevents you from influencing

without authority?

• Write down 3 things that prevent you from “influencing without authority”

• Gather in small groups to choose the

without authority?


top 1 barrier to present to the overall group

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Sponsorship = Ownership

What’s Stopping Us?

– Strong Sponsors

– Weak Sponsors

– “Missing” Sponsors



These statements about sponsorship are all true aren’t they?1. We usually need to probe with

sponsors to determine their true needs.2. Not having a sponsor means never

having to say you’re sorry.

are all true, aren’t they?


g y y y3. Sponsors are not always “right,” but a

sponsor is always the decision-maker.

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The solution quandary


Solution

– Sponsor presents solution

– Progressive elaboration of the solution


– What business problem does it solve?

– Pushing back

The time trap


– The dreaded deadline

– I’ve already told you what I want—don’t bother me

They don’t know what they want so I


– They don t know what they want so I have to tell them

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A few other “usual suspects"


p– Culture– The martyr syndrome – Using the wrong influence type


Types of InfluenceMost to Least

Effective

Most Effective Combinations

Leadership

Expert

Authority

Reward

3.

2.

1. X X

X

X

X

X

X

XPMs


Referent

Coercive 6.

5.

4.

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These people all relied mostly on their personal power to exert their influence1. Martin Luther King2. Mother Theresa3. Tony Soprano

personal power to exert their influence.


Influence


InfluenceDefined

*Overcoming What’s



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By using a consultative approach,

Overcoming the Barriers

y g pp ,

that’s how!


“Expert”

Types of Consultants and Their “Power”Expert Power

ClientsPositional PowerReward PowerCoercive Power


“Influencer” “Order Taker”

Personal PowerExpert Power

Referent Power

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Main ActivitiesGather and analyze business needs

Consultative ApproachUnderstanding Consulting

– Gather and analyze business needs– Identify risks, impacts, alternatives, and issues– Document findings – Recommend solutions – Facilitate and manage change

Methods, tools, and forms


Root cause analysisPrototypes for solutionsFinancial analysisProcess improvementSARIEAnd others…

The Consulting ProcessRequest

Evaluation

Analysis

Evaluation Situation

Business Issues, Goals,

OpportunitiesImplementation


Recommendation“Approval”

Decision

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CourageHigh

The Influencing“Formula” Trust

Influence

Low High

BlindTrust

Preparation

© Enhanced Performance. Enduring Results.Low

“Wasting your Breath”

“You’reFired!” D. Trump

By using a consultative approach, that’s how!

Overcoming the Barriers

• Uncover the business problem• Gather supporting evidence• Recommend the right solution

Involves a simple model:


• Recommend the right solution

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Overcoming the BarriersConsultative Approach

Uncover the business problemGather supporting evidenceRecommend the right solution

Uncover the business problemGather supporting evidenceRecommend the right solution


Why Projects are Initiated• Strategic direction

Understand the Business Problem

Strategic direction• One person’s problem is another’s

opportunity• Limitations of the current situation

“Sometimes the situation is only a problem because it is


“Sometimes the situation is only a problem because it is looked at in a certain way. Looked at in another way, the right course of action may be so obvious that the problem no longer exists.”EDWARD DE BONO, 6 Hats Thinking guru

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Questions to Uncover the Business Problem

What are some questions that can uncover th b i bl ?• In what ways does this project maximize

strengths to seize opportunities?• In what ways does this project minimize

weaknesses to ward off threats?

the business problem?


weaknesses to ward off threats?• What is the business need?• How much pain is associated with this

problem (costs, impacts, and risks)?

Questions to Uncover the Business Problem:

The Art of Questioning

• Avoid asking “why.” Why?• What are some alternatives to “why?”• True or false: Always ask open-ended

questions

g


questions • Avoid leading questions

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Which of these did Yogi Berra not say?

1. “Things will get better -- despite our efforts to improve them.”

2. “I don't want to make the wrong mistake.”


3. “In theory there is no difference between theory and practice. In practice there is.”


Uncover the business problem

Gather supporting evidenceRecommend the right solution


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Gather Supporting EvidenceWe understand the problem. Now…

• How bad is the pain it causes

• What are the risks if not solved

• What are the impacts if we do solve it

What are some alternatives


Being Prepared = Credibility

• What are some alternatives

Favorite Tools: Process Maps

Document the gaps between as-is and to-be


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Favorite Tools: Cause & Effect Diagrams

Machines Materials

Defective Parts

Quality of Parts/Suppliers

Anti-static equipment

Training of people handling

Parts not Pre-tested


MethodsPeople

partsStorage of

parts

Handling of parts

Lack of accountability

Complaints per Month (200y)

Favorite Tools: Pareto Analysis

5453

2689

2000

3000

4000

5000

6000

ompl

aint

s Complaints per Mon.1 = Late Delivery 2 = Quality 3 = Wrong Product 4 = Miscellaneous

52%

78%

90%

96% 100%


1174

660432

0

1000

2000

1 2 3 4 5

Co 4 Miscellaneous

5 = Pricing

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Exercise: 2 Truths and a LieBuddha had this to say about influence:

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1. Believe nothing just because a so-called wise person said it.

2. Believe nothing just because someone else believes it.

3 Believe only when a belief is


3. Believe only when a belief is generally held.

4. Believe only what you yourself test and judge to be true.


Uncover the business problemGather supporting evidence

Recommend the right solution


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• Know your decision-maker

RecommendationsEssential Ingredients • Know your decision-maker• Compose the recommendation• Present the recommendation


Know Your Decision-MakerQuick Communications Analysis

Task

Internal

21

3External

4


3 4

People

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High Acceptance

Know Your Decision-MakerInfluence Analysis

Acceptance

High Influence

Low Influence

ChampionsThe Faithful


InfluenceInfluence

SaboteursExpected Opposition

Low Acceptance

Know Your Decision-MakerTips for Winning Over Saboteurs

How can we win over saboteurs?How can we win over saboteurs?


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Anticipate how decisions will be made:

Know Your Decision-Maker

– Visual language leads to logical decisions (e.g., “I see what you mean”).

– Auditory language leads to emotional


Portions adapted from Ziglar, Ziglar on Selling: The Ultimate Handbook for the Complete Sales Professional

decisions(e.g., “Sounds good!”).

Exercise: 2 Truths and a LieSurvey says…1. Once mastered, a consistent style of

conversation is more influential than varying your style.

2. Physically attractive individuals are more influential than their less-attractive peers


attractive peers.3. People who are liked by others are

more influential than those who are not.

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Recommend the Right ThingComposing your recommendation

Align with pain, opportunities, goalsAvoid the “feature fallacy”Keep style in mindEmphasize what’s in it for them


Recommend the Right ThingPresenting your recommendation

Selling = Influencing Selling What you Believe inSelling ≠ Reacting (Strong Sponsors)Selling ≠ Pushing (Missing Sponsors)


g g ( g p )

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Handling Objections“P.E.T.A.L.”-ing your recommendation

• Does recommendation solve the Problem?• Does recommendation solve the Problem?• Are you Enthusiastic about your

recommendation?• Have you given your stakeholders Time to

consider your recommendation?H t lk d t All j t k h ld ?


• Have you talked to All major stakeholders?• If not accepted, are you prepared to

Leave?

High Prioritize Quick Hit

Favorite Tools for Recommendations: Selection Matrix

High

Benefit

Prioritize Quick Hit

Toss Wish List

• Develop web site• Create incentives

for quality andspeed

• Create standardapplication form

• Do Verificationssimultaneously

• Create an RSS • Email credit


LowHard Easy

Implementation

• Create an RSSdata feed tolenders

• Email credit bureau reportto borrowers

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Favorite Tools for Recommendations: Decision-Making Matrix

Criteria:Items Ranked

Cost Increase Sales

Decrease Complaints

TOTAL Final Rank

Weight: .2 .4 .4Improve Production Processes

3 * .2 = .6 1 * .4 = .4 2 * .4 = .8 1.8 4

Consider raising prices 3 * .2 = .6 4 * .4 = 1.6 2.2 2


Hire additional staff in the Shipping Departments

2 * .2 = .4 2 * .4 = .8 4 * .4 = 1.6 2.8 1

Create new shipping pick-up schedule

2 * .2 = .4 1 * .4 = .4 3 * .4 = 1.2 2.0 3

Tool SummaryIssue Tool or TechniqueUnderstand Build trust and prepare (InfluencingUnderstand Business Problem

Build trust and prepare (Influencing formula)Communication Style AnalysisStakeholder (Influence) AnalysisFocus on Saboteurs

Gather Supporting Evidence

Process MapsFishbone Diagrams


Pareto ChartsPresenting Recommendations

Selection MatrixWeighted Ranking Matrix“P.E.T.A.L.”-ing your recommendationSARIE forms

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Exercise: 1 Truth and 2 Lies

Who said this: “It takes two to lie. One t li d t li t ”to lie and one to listen.” 1. Gandhi2. Dr. Phil3. Homer Simpson


Contact InformationE.T.C.Richard LarsonRichard LarsonWatermark Learning, Inc.1-800-646-9362Email

[email protected]


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