Influencing Skills Communication

Welcome toInfluencing Skills at GE

Our Learning Objectives

At the conclusion of this module, you will be able to:

• Develop a self awareness regarding the impact of your own behavior on the influence process

• Plan an appropriate influencing strategy

• Identify how to use communication skills effectively in the influence process

• Recognize the importance of encouraging differing points of view

• Determine how to present a point of view in a way that enlists other’s support

• Identify how to effectively resolve conflict when it arises

Influencing Competency Model

Develops a self awareness regarding impact of own behavior onInfluence process

• Seeks feedback on impact of own behaviors

Plans effective influencing strategies

• Identifies the key people involved

• Considers other person’s position/personal style/perspective in order to tailor approach

• Anticipates responses and reactions

• Develops alternative approaches and options

• Builds alliances and enlists third party support to achieve the desired impact


Uses communication skills effectively in the influence process

• Focuses when listening and eliminates distractions• Attends to verbal and non-verbal cues as well as the words that are

spoken• Inquires to draw out other people’s ideas• Presents own position in a logical and compelling manner

Encourages differing points of view

• Recognizes the value of bringing together people with different points of view

• Encourages the open airing of differing opinions• Elicits differing opinions in a manner that recognizes diversity• Responds appropriately to objections


Presents point of view in a way that enlists other’s support

• Clarifies assumptions and starting points

• Identifies the concerns and needs of others

• Analyzes the pros and cons of each position

• Demonstrates how a position benefits the other party

• Focuses on common interests rather than individual differences

• Adjusts/modifies own behavior to encourage more productive behavior from others

• Compromises when situation warrants it


Effectively resolves conflict when it arises

• Manages own emotions during conflict

• Facilitates the management of others’ emotions during conflict

• Recognizes and responds to conflict


• Seeks constructive resolution of conflict when it arises

• Uses negotiation skills to foster a win/win outcome or agreeableexchange


• Program Introduction

• Getting To Know You

• On-line Refresher – Influencing Competency Model

• Communication Process

• Real Life Influencing Situation

• Interaction Styles

• Style Flexing

• Peer Coaching

• Session Close

Our Agenda

Let’s Get to Know Each Other

• Who you are/what your role is/what business you are in

• What strength do you bring to influencing – what can others leverage from you

• What challenges do you face with influencing

Develops a self awareness regarding impact of own behavior on Influence process


Plans effective influencing strategies








• Focuses when listening and eliminates distractions

• Attends to verbal and non-verbal cues as well as the words that are spoken

• Inquires to draw out other people’s ideas

• Presents own position in a logical and compelling manner



• Encourages the open airing of differing opinions

• Elicits differing opinions in a manner that recognizes diversity

• Responds appropriately to objections
















• Seeks constructive resolution of conflict when it arises

• Uses negotiation skills to foster a win/win outcome or agreeableexchange




• Focuses when listening and eliminates distractions

• Attends to verbal and non-verbal cues as well as the words that are spoken

• Inquires to draw out other people’s ideas

• Presents own position in a logical and compelling manner


• Ask – asking questions to obtain information or opinions

• Listen to Reflect – listening to understand, paraphrasing the content and the intent

• Tell – stating your thoughts or position

• The Arrows – an opportunity for you to determine whether you need to listen to reflect, tell or ask

Communication Process

TELL ASK

LISTEN TOREFLECT



Plans appropriate influencing strategies





• Builds alliances and enlists third party support to achieve thedesired impact



Develops a self awareness regarding impact of own behavior on Influence Process



Interaction Styles: Patterns of Behaviors

Quieter Louder

Slower paced Faster paced

Facially controlled Facially animated

Monotone voice Inflected voice

Indirect eye contact Direct eye contact

Casual posture Rigid postureLeans back Leans forward

Action/Emotion Matrix

Emotion Orientation

Action Orientation

Ask Tell

Left of the line Right of the line

Action Orientation Dimension

Softer

Slower

Less

Back

Less

Less

Volume of speech

Pacing of speech

Expressing opinions

Body posture

Directive gestures

Eye contact

Louder

Faster

More

Forward

MoreMore

Ask Tell

Recognizing Action Orientation

• Ask questions to clarify and gather info to make decisions

• Can be slow to make decisions and judgments

• Tend to speak more softly and slowly

• May ask you about your opinion before giving their own opinion

• Tell rather than ask

• Are typically quick to decide and act

• Can be louder, faster, and more declarative

People to the left of the line People to the right of the line

Ask Tell

Action Orientation Dimension

Emotion Orientation Dimension

Below the lineReserved

EmotiveAbove the line

More

More

People

Varied

More

Feeling

Facial expressions

Use of hands and body

Orientation

Pace of delivery

Inflection

Description of things

Less

Less

Task

Even

Less

Fact

More Emotive More Reserved

Recognizing Emotion Orientation

People above the line

• It can be easier to “read” what they are feeling.

• Feelings are reflected through voice, words, and body language

• Feelings such as anger, frustration, anxiety, and happiness, are reflected on their faces

People below the line

• It is more difficult to “read” what they are feeling.

• Voices do not have highs less and lows

• Gestures are not as dramatic as those of persons above the line

Emotion Orientation Dimension

EmotiveReserved

Interaction StylesInstrument

What is Your Interaction Style?

Expresser

Director

Relater

Analyzer

Interaction Styles: Relater

CalmApproachable

SupportiveLoyal

EmpathicSharing

Focus on teamGood listeners

EmotiveRELATERRELATER

Reserved

TellAsk

Interaction Styles: Expresser

Emotive

EXPRESSER

Reserved

TellAsk

Creative

Enthusiastic

Humorous

Playful

Receptive to change

Focused on vision not details

Initiators

Interaction Styles: Analyzer

Emotive

ANALYZER

Reserved

TellAskReasonable

Precise Thorough

RationalControlled

FormalTask oriented

Interaction Styles: Director

Emotive

DIRECTOR

Reserved

TellAsk Decisive

Take charge

Candid

Efficient

Results-oriented

Pragmatic

Interaction Styles Descriptions

Emotive

DIRECTOR

Reserved

TellAsk

ANALYZER

EXPRESSERRELATER

DecisiveTake chargeCandidEfficientResults-orientedPragmatic

ReasonablePrecise

ThoroughRational

ControlledFormal

Task oriented

CreativeEnthusiastic HumorousPlayful Receptive to changeFocus on vision not detailsInitiators

CalmApproachable

SupportiveLoyal

EmpathicSharing

Focus on teamGood listeners




• Encourages the open airing of differing opinions

• Elicits differing opinions in a manner that recognizes diversity

• Responds appropriately to objections












Develops a self awareness regarding impact of own behavior on Influence process



Style Flexing

• Using Interpersonal Acumen to temporarily adjust your behavior to manage tension

• Encouraging others to behave more productively with you

Four Steps to Style Flexing

• Recognize the other’s style.

• Plan your flex.

• Do the flex.

• Evaluate the flex.

Recognize the Influencee’s style

Plan your flex

Do the flex

Evaluate the flex

STYLE STYLE FLEXINGFLEXING

• Image

• Presentation

• Competency

• Feedback

Elements of Endorsement







Managing Conflict

TELL ASK

LISTEN TOREFLECT



Plans appropriate influencing strategies







Program Close

Congratulations!

You are on your way to becoming an Effective Influencer!

AppendixPreferred Pace of Work………………………………………………………………………………………………………………………………………..1

Preferred Work Atmosphere……………………………………………………………………………………………………………………………….2

Perceived Excesses During Stress……………………………………………………………………………………………………………………..3

Planning Preferences…………………………………………………………………………………………………………………………………………….4

Effective Communication Strategies………………………………………………………………………………………………………………..5

Ways of Compromising………………………………………………………………………………………………………………………………………..6

Information Expected……………………………………………………………………………………………………………………………………………7

Ways to Enlist Help………………………………………………………………………………………………………………………………………………..8

Key Questions Asked When Approaching a Project…………………………………………………………………………………….9

Support Needed for Decision Making…………………………………………………………………………………………………………….10

How to Influence an Expresser………………………………………………………………………………………………………………………..11

How to Influence a Director………………………………………………………………………………………………………………………………12

How to Influence an Analyzer………………………………………………………………………………………………………………………….13

How to Influence a Relater………………………………………………………………………………………………………………………………..14

Emotive

DIRECTOR

Reserved

TellAsk

Quick and controlled

ANALYZER

Quick and varied

EXPRESSER

Leisurely and deliberate

RELATER

Orderly and deliberate

Preferred Pace of Work

1

Task-oriented and controlling

Creative and enthusiasticCooperative and relationship-oriented

Businesslike, cooperative, and task-oriented

Preferred Work Atmosphere

2

DIRECTORANALYZER

EXPRESSERRELATEREmotive

Reserved

TellAsk

Emotive

DIRECTOR

Reserved

TellAskDomineering

Impatient

Contentious

Coercive

Risk-taker

Nitpicker

Data bound

Rigid

Unrelenting

Plodding

Elaborate

ANALYZER

Impractical

Over-committed

Gullible

Perfectionist

Sarcastic

Opinionated

EXPRESSERInconsistent

Avoids confrontation

Aimless

Over-compromising

Minimizes risk in relationships

RELATER

Perceived Excesses During Stress

3

Emotive

DIRECTOR

Reserved

TellAsk

Plans on the go: short-range planning, dynamic,

quick, informal, action steps

ANALYZER

Goal-oriented approach

Prefers group planning

Delegates with high expectations

EXPRESSER

Pulls pieces into creative outcome

Involves others in plans

RELATER

In-depth, long-range planning

Data-based comprehensive review of alternatives

Builds on what we have

Planning Preferences

4

Emotive

DIRECTOR

Reserved

TellAsk

Indicates challenges involved

Demonstrates competence

Spars on equal basis

Uses logic and structure

Presents ideas as low-risk ones

Ties new to old

ANALYZER

Appeals to principles

Asks for help

Shows concern

Acknowledges trust

EXPRESSERSocializes before pressing for decision

Shows flexibility and willingness to compromise

Displays a sense of humor

RELATER

Effective Communication Strategies

5

Emotive

DIRECTOR

Reserved

TellAsk

Responding to appeals of urgency and opportunity

Hard bargaining

Bartering

Responding to logic

Offering thorough exploration

Taking action little by little

ANALYZER

Responding to new ideas

Seeking win-win results

Changing the mind quickly

EXPRESSER

Seeking integrated win-win results

Getting others to initiate and then acting

Keeping the action going

RELATER

Ways of Compromising

6

The bottom line

Related results

Evidence of your competence

Complete, thorough

Evidence of your expertise

“The big picture”

Evidence of benefit

Some detail

Impact on relationship

Evidence of trust

Information Expected

7

Emotive

DIRECTOR

Reserved

TellAsk

ANALYZER

EXPRESSERRELATER

Offers advice

Gives prescriptions

Encourages utilization and action

Offers informative and practical advice

Provides structure

Presents pros and cons

Offers assistance

Encourages

Is available: “I am here if you need me.”

Listens with empathy

Helps person come up with own answers

Asks ”What do you want?”

Ways to Enlist Help

8

Emotive

DIRECTOR

Reserved

TellAsk

ANALYZER

EXPRESSERRELATER

What are the opportunities?

What is the bottom line?

How does it advance my position?

Has it been done before?

What alternatives are available?

How does it work?

Does it have an important purpose?

Is it the best solution for everyone?

Is it fair and just?

What do others say about it?

How can I get others to like it?

Will it bring us more together?

Key Questions Asked When Approaching a Project

9

Emotive

DIRECTOR

Reserved

TellAsk

ANALYZER

EXPRESSERRELATER

Provide options and probabilities

Minimize risk

Share responsibility

Discuss the downside

Provide testimony and incentive for taking risks Offer opinions and assurances

Support Needed for Decision Making

10

Emotive

DIRECTOR

Reserved

TellAsk

ANALYZER

EXPRESSERRELATER

How to Influence an Expresser

• Lighten up and be open

• Contribute without competing

• Support dreams and intuitions1. Take early initiative to show

personal interest in the “person”

2. Reinforce the Expresser’s opinions

3. Spend time exploring mutually stimulating ideas

4. “Contribute” to the conversation

5. Handle details

How to Build Rapport How to Use Your Time How to Influence Decisions

• Be casual about time

• Move quickly

• Take time to be stimulating1. Focus on their interests2. Use word “pictures” and

analogies3. Use motivational stories4. Get to the point5. Keep them on track

• Discover the opinions/intuitions

• Create a vision

• Provide testimony/incentives1. Allow room for intuition2. Relate stories3. Provide testimonial4. Offer special, immediate,

and extra incentives5. You propose, they dispose

11

How to Influence a Director

• Be businesslike and task-oriented

• Contribute without competing

• Support conclusions and actions1. Be results-oriented2. Stick with “what” and “how”

questions3. Support the results the

Director wants4. Suggest actions, options,

and risk analysis5. Offer ideas without

polarizing issues6. Do not discuss philosophies


• Be conscious about time

• Move quickly

• Take time to be efficient1. Demonstrate efficiency2. Make your point in simple,

direct manner3. Stay on target4. Do not waste time5. Be specific, be brief

• Develop the data

• You propose, they dispose

• Provide options/possibilities1. Provide alternatives2. Provide facts, data,

probabilities3. Allow them to make

decisions4. Have your own

opinion/recommendations/reasons

5. Support the position, not the person

12

How to Influence an Analyzer

• Be business-like and task-oriented

• Make it easy to cooperate

• Support principles and thinking.1. Ask questions about

specifics2. Stick with specifics3. Reinforce that the decision is

right4. Earn credibility, for

example, be organized, on time, and prepared

5. Indicate what you can and will support

6. Do what you say you will7. Praise strategy, not person


• Be conscious about time

• Demonstrate a slower pace

• Take time to be accurate1. Prepare prior to meeting2. Be on time3. Take time to be persistent4. Maintain a slow pace5. Do not rush to close

• Emphasize the data

• Demonstrate the acceptable risk

• Provide evidence with service1. Provide evidence to support

facts2. Produce solid, tangible, and

practical results 3. Offer assurances that

decision will be valid in the future

4. Reassure (with facts) that decision is correct

5. Use data, not words

13

How to Influence a Relater

• Lighten up, be open

• Make it easy to cooperate

• Support feelings and relationships1. Ask questions about

opinions and ideas2. Be cooperative3. Communicate patiently4. Explore dissatisfactions5. Avoid conflict6. Indicate everything you can

support on their personal feelings and values

7. Avoid logical debates


• Be casual about time

• Demonstrate a slower pace

• Take time to be agreeable1. Initiate contact2. Move slowly3. Cover details as appropriate4. Be personal and informal

• Discover the opinions/intuitions

• You propose, they dispose

• Provide guarantees/ assurances1. Offer personal opinions2. Take time to develop

relationship3. Offer personal guarantees

that minimize risks4. Provide personal

reassurance that you will stand behind decision

14

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Influencing Skills Communication

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