Influence Strategies Workbook_V4

Influence Strategies ExerciseWorkbook Name _________________________________ Date _________________________________ Organisation ___________________________© Copyright 2010 Hay Group. All rightsreserved. No part of this publication maybe reproduced or transmitted in any formor by means, without written permissionfrom the Hay Group.

Influence strategies exerciseInfluencing others What does the 2 ISE workbook cover? 2Influencing others may be as simple as asking a 3colleague to do something, or as complex as Section1. How do we get our own way?building coalitions. Whatever your approach, • How do we influence others? 4your success depends upon the strategies you • Why these nine strategies? 4use, and when, how, and with whom you 6implement them. Section 2. What does each influence 8 strategy look like? 10By completing Hay Group's influence strategies • Empowerment 12exercise (ISE) you'll discover which strategies • Interpersonal awareness 14you use most and least often. This workbook will • Bargaining 16help you to: • Relationship building 18 • Organisational awareness 20• develop your understanding of nine key • Common visioninfluence strategies • Impact management 22 • Logical persuasion• learn when each strategy is more effective or • Coercion 22less effective 24 Section 3. Profiling your influence• reflect upon which strategies you use most strategies 26frequently, and which you tend not to use • Your influence strategies self-assessment 26 28• receive feedback from others on how they profileexperience your influence strategies • Your influence strategies feedback profile• learn helpful ways to enhance your use of each Section 4. Developing your influenceof the influence strategies strategies • How can I be a better influencer?• realise that being effective involves using a • Develop your influence strategiesvariety of influence strategies 1

Section 1 As you think through your situation in detail, you may feel that there are some influence strategies How do we influence others? that you will never need- or will call upon only as a last resort! Others you will need to use on a daily We're all under pressure to get things done- basis. better than last time, ever more quickly and with fewer resources. For most of us that means We've all met people who seem to have been born working with others: communicating effectively, great influencers- they just seem to do it naturally! sharing decisions, dividing resources and allocating responsibilities. The best influencers think carefully about what they're trying to achieve and how they want it to Whether we are managers, sales people, happen. They reflect on who they need to influence customer service professionals or teachers, our and how best to go about it. They have a variety of intention is that our conversations with others strategies that they feel comfortable with. And they lead to positive results - for them and for us. We choose the strategies that they know will work- communicate for a purpose. We work with situation by situation. others in order to make things happen. We influence others to try and make sure that the Great influencers are true to right things happen. themselves. They are aware of their preferences. They play to their own No one influence strategy works in all situations- strengths. But they are also clear or with all people. We can be most effective in about the situations in which they influencing others if we choose a strategy that will use a less preferred strategy- firs the situation. It's worth thinking about your because they know they need to - context. and they use it with integrity and credibility. • Am I trying to influence one person or a group? • What is my relationship to them? Am I more powerful? At the same level? Less powerful? • How capable are they? How knowledgeable are they? Are they experienced or inexperienced? • How familiar are they to me? And me to them? • What do I know about their attitude or priorities? Are they willing? Is their performance an issue? • How do we do things round here? What are our norms and values? What about the politics? 2

How do we do it? What strategies do we use How do we get our own way?when we're influencing others? Which strategiesare most effective? Why these nine strategies?When we're at our best, we choose from - and In 1959 French and Raven 1 published an historiccombine - nine key influence strategies. These study on the sources of managerial power, whichare specific behaviors that help us influence started a trend among researchers and theorists toothers most successfully: study influence tactics. The Hay Group combined all this research with 15 years of its own appliedThere are no right or wrong strategies. All nine research studies to identify the most effectivecan make our conversations more effective, in strategies.the right situation. This research began with an exploratory study2 Empowerment: making others feel valued by that developed a questionnaire to assess eight involving them in decision-making, and giving influence tactics reported by students. The results them recognition from using this questionnaire, and from measuring other factors, revealed that logical persuasion and Interpersonal awareness: identifying - and consultation were used more frequently than other addressing -other people's concerns tactics3. People also decided on different tactics to influence a superior, a peer or a subordinate. Bargaining: gaining support by negotiating a mutually satisfactory outcome In addition to this published research, Hay Group carried out its own applied research with client Relationship building: establishing and organisations into the behaviors required for maintaining constructive relationships with superior performance4. These competency studies people that you may need to influence focus on specific jobs in specific organisations and compare outstanding performers with average Organisational awareness: identifying - and performers. These studies were not designed getting the support of- key people specifically to identify influence strategies. However, we found that outstanding performers Common vision: showing how our ideas consistently demonstrated key influence strategies. support the organisation's broader goals We drew on the most frequently occurring influencing strategies and behaviors to construct Impact management: choosing the most the influence strategies exercise5. interesting, memorable or dramatic way to present ideas The nine strategies included in the ISE are the most commonly used and the most effective. Logical persuasion: using logical reasons, expertise or data to convince and persuade Other strategies, such as ingratiating oneself with others the other person and appealing to the other person's manager, are not included. Outstanding Coercion: using threats or pressure to get performers tend not to use these strategies. others to do what you want1 French, J.R.P., Jr., & Raven, B. (1959), The bases of social power. In D. Cartwright (ed.), Studies in Social Power. Ann Arbour, Michigan: Institute for Social Research.2 Kipnis, D., Schmidt, S.M. & Wilkinson, I. (1980), lntraorganisationa l infiuence tactics: Explorations in getting one's way. Journal of Applied Psychology, Vol 65, pp. 440-452.3 Yuki, G. & Falbe, C.M. (1990), lnfluence tactics and objectives in upward, downward, and lateral infiuence attempts. Journal of Applied Psychology, Vol 75, pp. 132-140.4 30 years of unpublished McBer and Hay Group studies.5 First developed by Joni Jay Fink and published by McBer and Company in 1993 3

Section 2EmpowermentMaking others feel valued by involving them in decision-making, and giving them recognition.The purpose of empowerment is to gain the This strategy is most effective:commitment of those who will carry out a plan.Empowerment stimulates people to take the • when the people you want to influence haveinitiative and keeps them motivated. a high level of knowledge and expertise A manufacturing manager needs to get his • when the culture of your organisation team’s commitment for a new product line. He supports participation invites them to a meeting and asks for their ideas on how to improve quality in the new • when it is important to maintain positive production process. relationships with colleagues at your level and below.What does empowerment look This strategy is least effective:like in action? • if those who are empowered don't have theWhen you use the empowerment strategy capability - or will - to achieve the desired goalothers will see you: • when the organisation does not support• getting others' support by involving them in participation in crisis situations or when the decision- making process decisions must be made quickly• adapting your own ideas by accepting • when power is given to others without support suggestions from others or follow-up.• giving credit, praise or recognition to others- in private and in public• involving others in the process of planning how to implement an approach• looking for solutions that will benefit everyone involved• instilling confidence in the people who will implement ideas• asking questions to get others to reach the desired conclusion 4

What does each influence strategy look like?What can I do to increase You feel you're usingmy use of empowerment? empowerment, but it's just not working.Find a Win-Win. Think about the following:Create situations in which both parties canwin by agreeing to a solution that satisfies Are you trying to influence people aboveboth sides. you in the organisation? If so, a number of other strategies are likelyDon't take for granted what people do. to work better, depending upon theLook for opportunities to praise, thank or situation: organisational awareness, logicalgive credit to others. Even if they do what is persuasion, impact management orexpected of them in their role, they will interpersonal awareness.appreciate being thanked for it. Are you trying to deal with someone with aBefore telling someone how to do performance issue or an attitude problem insomething, stop! your team?Instead tell the person what you need them If so, do you need to consider usingto do. Then ask how they would approach coercion or bargaining?it. Praise the good ideas and, if needed,add your own ideas. Or have you assumed that the person, or people, you are trying to influence are moreHave confidence in others! capable than they are?Take the risk of letting them get involved in Will interpersonal awareness be moremaking decisions. Let others know you effective with individuals? And commonhave confidence in them. vision more effective with groups?Read about quality improvement initiativesin organisations.These initiatives have shown that involvingemployees- by getting their ideas - keepsthem motivated and contributes toproductivity improvement. 5

Section 2Interpersonal awarenessIdentifying other people's concerns and positioning one's ideas to address these concerns.The purpose of interpersonal awareness is to ensure This strategy is most effective:that one's ideas address other people's concerns,based on a genuine understanding of those concerns. • in most one-to-one influence situations • when you don't know the other person very A manager needs a team member to make a presentation to senior management, but he well already seems reluctant to do so. She asks him how • when it is important to develop trust and he feels about it and finds that he is nervous. He is concerned about the risk of being rapport with the other person unable to answer their tough questions. The • when there is an underlying tension with manager works with her team member to anticipate possible questions and minimise the other person that you need to the risk of embarrassment. understand and resolve What does interpersonal This strategy is least effective: awareness look like in action? • in crisis situations or when decisions must When you use the interpersonal awareness be made quickly strategy others will see you: • when the other person's decision will be • trying to understand the needs and concerns based on objective criteria such as price that are really motivating the other person • if your concern for the other person • listening to the other person in a way that prevents you from completing the task that conveys your genuine concern needs to be done • asking questions to understand the other • when the attempt to understand the other person's position person is seen as insincere or manipulative • anticipating how individuals will react to ideas, information or presentations • calculating the most effective way to get an idea across to an individual • tailoring your approach to the needs and concerns of the other person. 6

What does each influence strategy look like?What can I do to increase You feel you're usingmy use of interpersonal interpersonal awareness,awareness? but it's just not working. Think about the following:Observe the other person's behavior.Observe the messages that come across Are you trying to influence a group ofto you - verbal and nonverbal. Try to people?imagine what the other person is thinking If so, a number of other strategies are likelyand feeling. to work better, depending upon the situation: organisational awareness,Put yourself in the other person's shoes. common vision or impact management.Try to imagine the concerns that the other Interpersonal awareness is more effectiveperson wants to address. Think about the on a one-to-one basis.values they may have. Are you trying to influence someone youHave you understood the messages? are already familiar with?Test out your understanding of what the Using interpersonal awareness will haveother person is saying, thinking or feeling. served you well in gaining this familiarity.State your view and ask them how Now it may be time to move to usingaccurate your understanding is. relationship building, common vision or organisational awareness.Develop your interpersonal skills.Get some practice through formal courses: Do you have a good relationship with theListening skills, communication skills, etc. person, but now you need to secure greater motivation or commitment from them? Will empowerment or logical persuasion help to gain their agreement or stimulate their initiative? 7

Section 2BargainingGaining support by negotiating a mutually satisfactory outcome; exchanging favors, sharing resources, makingconcessions.The purpose of bargaining is to meet the needs of This strategy is most effective:everyone involved. It involves working out whatothers want, and what you are prepared to give, • in a political environmentand then striking a deal. • when asking someone to do something A supplier is trying to make an they would not otherwise do important sale with a new customer. They offer a good discount if the buyer • when there is an adversarial quality to the commits to a large, regular order. relationship • when you are in a position to do things for the other person • when you want to meet the needs of all parties involved.What does bargaining look like This strategy is least effective:in action? • with people you work with on a daily basisWhen you use the bargaining strategy others willsee you: • when either party feels it has got the bad end of the deal• offering to reward people if they will do what you want • for the person who is a less sophisticated negotiator• offering to do something for the other person, in return for that person's support • with people at a higher level than you• reminding people of what you have done for • when there is a lack of trust that the deal them in the past you have agreed will actually be delivered.• asking for more than you expect to get• looking for solutions that will benefit everyone involved• suggesting mutual compromises when you encounter resistance. 8

What does each influence strategy look like?What can I do to increase What can I do tomy use of bargaining? moderate my use of bargaining?Try to understand the other person'sposition. You feel you're using bargaining, but it'sThink about what they may be willing- just not working. Think about theand not willing- to give up in order to following:reach an agreement. Are you trying to influence people aboveThink about your position. you in the organisation?What are you willing and not willing to Organisational awareness is likely togive up? What are you able to offer that work better.the other person might want or need? Are you trying to influence someone youPractice in a safe situation. work with on a daily basis?Try different bargaining approaches in a Using bargaining is a risky approach.low-risk situation, where losing your side Can you tolerate the consequences ifof the bargain doesn't matter too much. either party feels it has got the bad end of a deal? Common vision orDevelop your confidence. organisational awareness may give youGet some practice through formal a better outcome in the long-term.courses, e.g. negotiating skills program. Do you feel that you can build trust and rapport with the other person? If so, it may be worth investing in using interpersonal awareness. 9

Section 2Relationship buildingTaking the time to get to know others personally; to maintain friendly communications so that they will be inclinedto support your ideas in the future.The purpose of relationship building is to This strategy is most effective:maintain potentially useful relationships throughfriendly communications. This takes time- it's • when getting support depends uponabout securing support in the long term. positive relationships An accountant and her husband spend • to establish people's long-term support time socialising with an important client at • with peers the golf club at weekends, and invest time • with clients and potential clients in developing a friendship. • with people you see on a regular basis, What does relationship over time building look like in action? • when you could benefit from the support of When you use the relationship building strategy people outside your regular work group others will see you: This strategy is least effective: • establishing a good rapport with others • maintaining a wide network of contacts • if insincere • making an effort to become friends with • in crisis situations • when you need support immediately and business associates, fellow professionals and colleagues there is no time to develop a relationship • socialising with people you may want to • with people at a lower level than you influence • when the support of others is likely to be • working to maintain constructive relationships with those people at work that based on objective criteria and logical you may need to influence arguments • voluntarily going out of your way to help others • periodically telephoning or writing to business contacts you don't see on a regular basis 10

What does each influence strategy look like?What can I do to increase my You feel you're usinguse of relationship building? relationship building, but it's just not working. Think aboutTake an interest. the following:Ask about the other person's background,their interests, their values, what gives them a Are you trying to influence people above youbuss. People love it when someone else in the organisation?shows an interest in them. Organisational awareness is likely to work better.Find common ground.Think about what you and the other person Are you trying to influence a group of people?have in common. Do you have shared If so, a number of other strategies are likely tointerests or circumstances that can help you work better, depending upon the situation:initiate and maintain a relationship? organisational awareness, common vision or impact management.Make the most of existing relationships. Relationship building is more effective on aReflect on relationships that are working well one-to-one basis.for you. Why do they work? What can youlearn from them and apply to new Are you trying to influence someone you arerelationships? unfamiliar with? You may need to start with interpersonalInvest some time. awareness. This will help you initiate a soundThink about how you structure your working relationship, before moving on to usingday. Do you need to build in some time to relationship building, common vision ormaintain contact with others? If relationship organisational awareness.building is a key strategy in your role, think ofit as being as important as other aspects ofyour work.Make the most of your opportunities.Look out for networking opportunities in yourorganisation, sector or profession. Takeadvantage of opportunities that are alreadythere.Develop your networking skillsTalk to good networkers. How do they goabout it? What difficulties do they overcomealong the way? What value do they get fromnetworking? 11

Section 2Organisational awarenessIdentifying the key people in your organisation, and getting their support. Knowing who the key influencers are.The purpose of organisational awareness is to get This strategy is most effective:to the people who matter - the ones who makedecisions and influence others. • when there are key people in the organisation who can influence a An internal consultant develops a new decision favorably or unfavorably executive training program. He finds out which of the senior managers can really influence the • with colleagues at your level and above decision to adopt the program. He talks to them individually in advance and asks for their • when it is necessary to influence a support and advice, to ensure he will be number of people from different parts of a successful when formally presenting his large organisation program to the senior management team. • when the organisation's formal structure does not reflect the real patterns of influence within the organisation • in highly politicised organisationsWhat does organisational This strategy is least effective:awareness look like in action? • when the person you want to influence isWhen you use the organisational aware ness not acting as a member of thestrategy others will see you: organisation• asking questions to find out which people are • when the person you want to influence likely to influence a decision does not have to consider the reactions of others within the organisation• working behind the scenes to get the support of key decision makers • when the decision will actually be based on objective criteria such as cost• enlisting the support of individuals, one by one, to build support for an idea• gathering support by bringing together people from different areas of the organisation• attempting to persuade others by letting them know who else is supporting your idea• getting things done by identifying the existing coalitions and working through them 12

What does each influence strategy look like?What can I do to increase my You feel you're usinguse of organisational organisational awareness,awareness? but it's just not working. Think about the following:Keep your ear to the ground.Pay attention to what people say about others Are you trying to influence people at yourin the organisation so that you can determine level or below in the organisation?who the key influencers are. If so, a number of other strategies are likely to work better, depending upon theLearn by example. situation: empowerment, common vision,Watch and talk to influential people to bargaining or coercion.understand how they exert their influence. Are you trying to influence an individual?Find out who is calling the shots. Organisational awareness is just the start. ItListen to the 'office gossip' about how decisions will help you read a group and gain insightsget made. Be careful - what you hear may not into who to influence- and how you can thenbe true! But it may provide some insights into move on to using other strategies likethe issues and relationships that can lie behind interpersonal awareness or relationshipkey decisions. building.Get others' points of view. Are you trying to influence someone you areAsk your boss or mentor for their view on the unfamiliar with?key influencers. Their position in the If so, you may need to start withorganisation will give them a different interpersonal awareness to help you initiateperspective. a sound relationship or impact management to catch their interest. Then you might moveGet support from the right places. on to using organisational awareness,When you want to get support for your idea common vision or relationship building.think about the full range of people who mightbe involved.Who will your idea affect? Who willhelp implement it? Who might be mostinterested? Who else might have similar ideason their agenda? Who might want to block it?Then you can plan how you might approacheach person individually or dealwith different groups. 13

Section 2Common visionShowing how your ideas support the organisation's broader goals.The purpose of common vision is to show This strategy is most effective:others that their support is good for theorganisation. It is about demonstrating that your • when managing a team with colleagues atidea, and their energy, loyalty and teamwork, your level and belowwill help you all to achieve the organisation'sgoals. • when you have high personal credibility - people want to work with you for the A team manager wants to adopt the organisation organisation's customer service policy. She communicates a vision of what heir • when your position gives you the authority to department can become, and shows her seek support in this way team how their work can really improve the customer experience and help make the This strategy is least effective: vision a reality. • when the organisation's goals and valuesWhat does common vision are about to change in unpredictable wayslook like in action? • with people above you in the organisationWhen you use the common vision strategy • when you lack credibility - in the eyes of theothers will see you: people you are trying to influence• using group meetings or speeches to build • when the people you are trying to influence pride in the team are cynical about the organisation• showing people how their work is important to the broader goals of the organisation• creating and using symbols of group identity to build a sense of team• explaining how your idea helps advance the broader goals of the organisation• appealing to values or principles, such as concern for the customer, quality or fairness• presenting ideas by linking them to an inspiring vision of what the organisation can become 14

What does each influence strategy look like?What can I do to increase You feel you're usingmy use of common common vision, but it'svision? just not working. Think about the following:Think about the end result you want.Why might others want that end result Are you trying to influence people abovetoo? How would it benefit them? What you in the organisation?values would it appeal to in them? What Maybe other strategies will work better,would it do for your organisation that is depending upon the situation. Trygood for all its members? organisational awareness, logical persuasion, impact management orThink about the impact of the end result interpersonal awareness.what difference will it actually make?What will it do for your customers, or the Are you trying to influence an individual?people who benefit from your Interpersonal awareness or relationshiporganisation's work? Tell a story- an building are likely to work better. Commonanecdote - that describes the difference vision is more effective with groups.the end result will make to someone.Make the goal real for the people whose Are you trying to influence someone yousupport you need. are unfamiliar with? If so, you may need to start withGet others involved. interpersonal awareness to help youThink about the contributions you need initiate a sound relationship, or impactfrom others. Make each person aware of management, to catch their interest. Thenthe part they are playing in achieving the you might move on to using commonend result. vision, organisational awareness or relationship building.Think about the 'big picture'.Step back from the details of what you aredoing. How can you make people feel likepart of a team contributing to a biggergoal? How can you communicate this?Read the speeches of campaigners, orpoliticians you respect for ideas. 15

Section 2Impact managementChoosing the most interesting, memorable or dramatic way to present ideas, in order to gain people's support.The purpose of impact management is to win others' This strategy is most effective:support by catching their attention. The things yousay and do grab people's interest and stick in their • when it is important to make a very strongmind. first impression A sales director is talking to a group of sales • when dealing with people you don't know managers about recruiting sales very well representatives. He knows they tend to follow their first impressions, and wants to • when creating or delivering presentations get them thinking about assessing the • when dealing with groups motivation levels of potential recruits. This strategy is least effective: So he tells a story about a young man who was very nervous and stuttered throughout • when the decision to support an idea will be his job interview. But the recruiting sales based on rigorous, quantitative or logical manager could see that the man was highly criteria motivated, and hired him. ''That young man,\" the sales director goes on to say, \"was me.\" • when trying to influence people you know very wellWhat does impact managementlook like in action? • when it is important to identify the other person's specific concernsWhen you use the impact management strategyothers will see you:• presenting ideas convincingly and with self- confidence• using interesting ways to present information or ideas• making points by using stories that arouse emotions• finding and presenting examples with high impact in order to support your case• using eye-catching graphics and visuals aids during presentations• demonstrating an energetic, can-do attitude 16

What does each influence strategy look like?What can I do to increase You feel you're usingmy use of impact impact management, butmanagement? it's just not working. Think about the following:Who has had an impact on you?Reflect on situations when someone has Are you trying to influence an individual?had an impact on you at work or A number of other strategies are likely toelsewhere. What did they say or do that work better, depending upon thestuck in your mind? What emotions did situation: interpersonal awareness orthey arouse in you? What did you do as a relationship building. Impact managementresult? is more effective with groups.Try different approaches. Are you trying to influence someone youThink of stories, examples, metaphors are already familiar with?or humor that will help to get your point If so, they may know you too well foracross. impact management to catch their interest. Common vision, organisationalWatch how others do it. awareness or relationship building isObserve public figures or colleagues at more likely to be engaging for them.work who have a strong effect on people.Notice the words they choose and the Are you trying to influence a decision thatbody language they use. is usually taken on the basis of rigorous, logical criteria?Learn from the experts.Listen to outstanding politicians or public Impact management is unlikely to helpfigures when they give televised you win your argument, unless you backspeeches. Notice their use of repetition, it up with logical persuasion.analogy, metaphor, appeals to thelistener's values or emotions, voicemodulation, etc.Develop your presentation skills.Get some practice through formalcourses, e.g. public speaking orpresentation skills. 17

Section 2Logical persuasionUsing logical reasons, expertise or data to convince and persuade others.The purpose of logical persuasion is to demonstrate This strategy is most effective:that your idea is logical, reasonable - and thereforeright! Logical persuasion sets out to convince others • with people who rely on logic and reason, forthat no other approach can be so sound nor so example engineers and scientistsappropriate. • when the person you are trying to influence is A software designer presents her approach systematically comparing several products, to developing a new application to the ideas or alternatives managers of her department. She shows the advantages of her recommended approach This strategy is least effective: by systematically comparing it with three other alternatives. • when the people whose support you seek a re strongly influenced by personalWhat does logical persuasion relationships, rather than logiclook like in action? • when personal goals, hopes or concernsWhen you use the logical persuasion strategy affect people's reasoningothers will see you: • when the other person is concerned with• taking time to gather data to support your how ideas are presented - not just their position content• preparing well thought-out arguments to support • when the decision is affected by political your case factors within the organisation• persuading others by pointing out the advantages of your idea• offering several different reasons that support a position• systematically comparing approaches to show the advantages of your approach• relying on facts, data and logical arguments to convince others 18

What does each influence strategy look like?What can I do to increase You feel you're usingmy use of logical logical persuasion, butpersuasion? it's just not working. Think about the following:Be prepared.Think of more than one reason that Have you assumed that the person, orsupports the validity of your idea. Gather people, you are trying to influence makedata or evidence to support your case. decisions on the basis of rigorous, logical criteria?Know the outcome. If decisions in your organisation areEstimate the consequences and costs to affected by political factors, relationshipsthe other person of not adopting your or emotional engagement, thenapproach. Be clear on the benefits of your organisational awareness, relationshipapproach. building, impact management or empowerment are more likely to beBe clear. effective.Divide your presentation into separatepoints that show how each conclusion Have you assumed that those you areleads to the next. trying to influence are capable of understanding the data and followingDo your research. your argument?Read articles from authoritative sources If they are not, then interpersonalthat evaluate products to get ideas on how awareness or common vision are moreto organise and present data and findings. likely to be effective. Have you assumed that those you are trying to influence are interested and enthusiastic about your argument? If they are not, then bargaining -or even coercion - is more likely to be effective. 19

Section 2CoercionUsing threats, reprimands or pressure to get others to do what you want.The purpose of coercion is to get others to do This strategy is most effective:what you want whether they are happy to ornot. Coercion assumes that others will not give • when there is an emergency or crisistheir support or compliance willingly, butpushes for it anyway. • to get short-term compliance from a team member who has performance problems A manager is dealing with a poor performing employee. The manager states clearly what • with colleagues below your level who are the employee must do to reach the required much less knowledgeable and just need to be standard. He makes it clear that the told consequences of not improving their performance will result in disciplinary • when threats and pressure are expected proceedings. methods of contra within the organisation • when other influence strategies have been tried and have failedWhat does coercion look like in This strategy is least effective:action? • when long-term support is neededWhen you use the coercion strategy others will seeyou: • when others need to understand or agree with the reasons for your actions or decisions• using the power of your position to demand that others do what you want • when used with colleagues at your level or above• making clear what the consequences to people will be if they do not do what you want • when used with others who have high levels of knowledge and expertise• reprimanding people if they are not pulling their weight • when threats and pressure are not accepted ways of getting things done in the• putting pressure on people who do not carry out organisation your requests • when it is important to maintain a positive• telling people what you want, with the \"or else ...\" relationship with the other person made clear• letting people feel the negative consequences if they do not follow your wishes 20

What does each influence strategy look like?What can I do to increase You feel you're usingmy use of coercion? coercion, but it's just not working.Think about who you are trying to Think about the following:influence.Think hard about the capability, potential Are you trying to influence people aboveand attitude of the team member you want you in the organisation?to influence. Are they really interested in If so, a number of other strategies aredoing the best they can? Are they willing to likely to work better, depending upon thelearn? Are they capable of development? situation: organisational awareness,If not, then other influence strategies are logical persuasion, impact managementunlikely to work. Coercion will ensure that or interpersonal awareness.your expectations- and the consequencesof not meeting them -are absolutely clear. Could the person, or people, you are trying to influence be more capable thanConsider other options. you have assumed?You need to be confident that what you are If so, will logical persuasion engage theirdemanding is the best solution. thinking better? Will empowerment stimulate their motivation and initiative?Practice in a safe environment. Will common vision secure theirIn appropriate situations with team contribution and commitment?members, practice setting deadlinesand demanding that people meet them. If Have you written off all hope of trust andyou don't feel confident using this rapport with the person or people youstyle try getting some practice through want to influence?formal courses e.g. assertiveness training If not, then interpersonal awareness orprograms. relationship building may help to reinstate a more positive relationship.Be clear about the consequences.If a team member has repeatedly failed todeliver on expectations, tell this personwhat the negative consequences will be ifthe problem continues. 21

Section 3Your influence strategies self-assessment profileThe self-assessment questionnaire assesses the influence strategies that you believe you use. If you have notalready done so, take some time to work through the questionnaire.Add up the scoresdown each column (A,B, C, etc.) of yourquestionnaire.Now transfer eachscore to theappropriate box (TotalA, Total B, etc.) at thebottom of the chart.Finally plot each scorein the shaded area ofthe profile chart byfilling in the circlewhere the line for eachinfluence strategymeets the line for yourscore 22

Profiling your influence strategiesThe pattern that your scores create tells you how often you feel thatyou use each influence strategy.Which strategies do you see yourself using most Which strategies do you see yourself using leastoften? often?_____________________ __________________________________________ __________________________________________ __________________________________________ _____________________What else occurs to you as you look at your own profile?________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What factors might be playing a part in your self-assessment profile? • How accurately do you feel you have assessed your influence strategies? • Does your profile reflect the kinds of influence behaviors that your job requires? • Does it reflect the kinds of influence strategies that you see others around you using? • Does it reflect the kinds of strategies that your organisation encourages? 23

Section 3Your influence strategies self-assessment profileThe self-assessment questionnaire assesses the influence strategies that you believe you use. If you have notalready done so, take some time to work through the questionnaire.Whenever possiblefeedback should becollected and scored bya third party orfacilitator. This ensuresconfidentiality for yourrespondents.If this is possible, theywill need to follow theinstructions below:Collect all your feedbackquestionnaires.Now go through each oneand:• Add up the scores for column A – from each questionnaire – and write the total in the first box “Total A’• Do the same for every other column (B to I)• Divide each score by the number of completed Feedback Questionnaires• Record this average score in the top box• Plot this average score in the shaded area. 24

Profiling your influence strategiesPeople who see you in action on a regular basis are in a good position to giveaccurate feedback. The profile is their view of what you actually do - of howyour influence strategies come across to them.Which strategies do other people see you using Which strategies do other people see you usingmost often? least often_____________________ __________________________________________ __________________________________________ __________________________________________ _____________________Now can you compare your self-assessment with the feedback. What occurs to you as you make thiscomparison?(Note: It is more important to compare the pattern of high and low scores, rather than focus on theabsolute numbers.)________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________If there are differences think about:• Whether others only see part of your behavior, or only see you in certain situations• Whether others are able to be more objective than you, or recognise other sides to you• Whether the influence strategy you intend to use is perceived by others as something different 25

Section 4How can I be a better influencer?You'll have noticed from your profiles that there are some influence strategies that you use more often, and somethat you use less often. This may be because of the demands of your situation, the culture of your organisation,others' expectations of your profession, or the needs of the people you work with. Alternately you may choosecertain strategies because of your own personal preferences, self-image, or the range of behaviors you feel mostcomfortable using.Think about someone whohad a significant – positive– impact on you. Whatinfluence strategies did youexperience them using?Think about someone whohad a significant – negative– impact on you. Whatinfluence strategies did youexperience them using?How do you seeyourself? What kind ofperson do you want tobe?Circle the words or Supporter. Coach. Listener. Negotiator. Arbitrator. Referee. Networker. Politician. Standard bearer. Directionphrases which mean provider. Co-ordinator. Drama queen. Expert. Mr. Spock. Controller. Enforcer.something for you. What Habits canmight this mean for your become a trap – they can stoppreferred influence you trying out new behaviors.strategies?How would you describeyour strengths? Whathabits have you formed toplay to your strengths?How would you describeyour weaknesses? Whathabits have you formed toavoid your weaknesses? 26

Developing your influence strategies• Do your homework. Re-read Section 2: What does eachinfluence strategy look like? It describes what you can actually doto use each strategy. The first step is to be aware of thesebehaviors. The next is to give them a try!• Practice makes perfect. Try new behaviors in low-risksituations - until you are comfortable using them.• Ask a friend. Let someone you trust know that you are trying aparticular strategy. Ask for feedback on how well you are doingand how you can improve.• Watch others at work. Observe the ways in which other peopleinfluence- verbally, non-verbally, in writing, through other media.Isolate specific behaviors they use and try them yourself.• Make a commitment. Go through your diary and decide specificdates for reviewing your progress. Decide what you want to havepracticed or achieved by each date.• Seek feedback again in six months time. See how you'redoing with the strategies you want to use more.• And remember... no influence strategy is inherently good orbad. The key to success is knowing when to use each strategy,how and with whom. 27

Section 4Develop your influence strategiesIf you want to develop your influence strategies, you will have most success if you experiment in specificsituations with specific people. Think about the individuals or groups whose support you need most, orpeople that you know you need to influence more effectively. These may include your peers, yourcustomers (internal or external), your manager, people who report to you, stakeholders, etc. Is there asituation where you know you need to be a more effective influencer?For each person or group, think through the following: Who do I want to influence - the person or group?____________________________________________________________________________________________________________________________________ What outcome do I want (support, agreement, involvement, etc.)?____________________________________________________________________________________________________________________________________ Which influence strategy (or strategies) am I currently using?____________________________________________________________________________________________________________________________________ What results have I had so far (what's working well; what could go better)?____________________________________________________________________________________________________________________________________ Which influence strategy (or strategies) do I plan to experiment with?____________________________________________________________________________________________________________________________________ 28

Section 4 Developing your influence strategiesHow do I believe this approach will help?____________________________________________________________________________________________________________________________________What specific actions will I take - and by when?____________________________________________________________________________________________________________________________________What resources or support do I need?____________________________________________________________________________________________________________________________________What potential obstacles do I face?____________________________________________________________________________________________________________________________________How do I plan to overcome these obstacles?____________________________________________________________________________________________________________________________________How will I know my new approach is working? Who can I ask for feedback?____________________________________________________________________________________________________________________________________ 29

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