find the passion and make it happen: a short guide to influencing skills
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“Think twice before you speak, because your words and influence will plant the seed of either success or failure in the mind of another” Napoleon. Find the passion and make it happen: a short guide to influencing skills. Paul Vaughan, Regional Director, RCN West Midlands. Sources of power. - PowerPoint PPT PresentationTRANSCRIPT
Paul Vaughan, Regional Director, RCN West Midlands
FIND THE PASSION AND MAKE IT HAPPEN: A SHORT GUIDE TO INFLUENCING SKILLS
“Think twice before you speak, because your words and
influence will plant the seed of either success or failure in the
mind of another”Napoleon
SOURCES OF POWER
The power of/to…
Position
Personality
Ideas
Intellect
Communicate
Connect
Invest
Reward
IA:85
BA:10 IA:60
BA:90
IA:80
BA:90
IA:90
BA:60IA:60
BA:100
IA:40
BA:100
IA: 90
BA:10
IA:80
BA:80
Leading Beyond Authority. J. Middleton
INFLUENCING PEOPLE
Influence of a person who is liked is greater
that that of one with the power to reward and
punish – (Lewin)People who influence others
seem approachable (Summers)
Liking and influence are linked
SUCCESSFUL INFLUENCING
Getting the result that meets your needs and the needs of your employer or all the parties involved in the issue.
Achieved by gaining mutual agreement and ensuring that the process doesn’t damage the relationship you have with your employer or others in the organisation:
“You cannot antagonize and influence at the same time”
J.S Knox
PASSION SCALE
0
1
2
3
4
5
6
7
8
9
10
Key Question:
How passionately
do you feel about
your issue?
Not at all Feel passionately
FOCUS FOR YOUR JOURNEY
Circle of Commitment
Circle of Influence
Circle of Concern
Covey, S. R. 1990 The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. New York. Fireside
Good communications skills including listening, questioning,
analysing and presenting information clearly
Knowledge of how to plan and prepare for what you want to
achieve
An understanding of what the person you are planning to
influence feels is important to them in relation to your case or
issue
An insight into some of the questions they may raise during your efforts to influence them
Key knowledge and skills for successful
influencing
VAUGHAN’S 9 STEP MODEL FOR INFLUENCING
See handout
WHERE WOULD YOU LIKE TO USE YOUR INFLUENCE?
What do you want to influence?
Who do you want to influence?
•Write a simple, clear statement that states the essence of what you are aiming to achieveAre you clear about what you want
to achieve?•What will it feel like, look like and what will it sound like when you have achieved your goal?How will you know when you have
achieved it?
•If you cannot get exactly what you want, is there something else that would come close?
Identify your bottom line and include any alternatives?
•By writing it down and telling others what you are intending to do there is a greater chance that you will do it. Have you written it down and told
other people what you goal is?
IDENTIFY YOUR GOAL
Key Question:
What are you
looking to
achieve?
ASSESS YOUR CURRENT SITUATION
Key Action:
Undertake an
assessment of
what currently
happens in your
workplace Issue
Who is involved?
Current policies
Who does the issue affect? What is the
impact on those whom are affected?
What are the current gaps in practice?
How does what happens in your place of work compare with
what happens elsewhere?
Is what you want to achieve realistic?
Depending on what you find out you may have to adjust your
original goal
CHECK IF YOU “R” SMART
GATHER EVIDENCE TO SUPPORT YOUR CASE
Key Questions:
What sort of
evidence will help
you make the
change in practice
you are seeking?
What is the current main intervention for the patient condition?
Is there an alternative treatment to
consider?
What are the clinical outcomes from the
various interventions?
What statistically evidence is there to
support your position?
What are the resource or budget
implications?
Are there any Nice Guidelines/Clinical
Guidelines relevant?
What do your patients think? How does the
current situation impact on them?
Mortality rates/number of
patient complaints
Develop a 'story' that helps to atriculate the impact and the benefit
to patients.
Identify those who have an interest or a “stake” in what you are trying to
achieve
Identify who has the power to grant
your request
Consider how they can help you
IDENTIFY AND MAP YOUR KEY STAKEHOLDER
Key Questions:
Who has the power
to make the change
in where you work?
Who else can help
you influence
them?
STAKEHOLDER ANALYSIS TOOL
Key Stakeholder
Is opposed to your issue
Will let what you are trying to do happen
Will help you to achieve your goal
Have the power to grant you your request
SH: 1 ✗/✔SH: 2 ✗ ✔
SH 3: ✗ ✔
Know what evidence to use to get the best
results
Gather your selected evidence, relate it to your goal and use it
confidently and professionally
Select the three most powerful pieces of
evidence and develop your key messages
around them
DEVELOP THREE KEY MESSAGES FOR
INFLUENCING
Key Action:
Make your messages
specific for your
stakeholders
Select the best
evidence to influence
your stakeholders
GROUP EXERCISE
Tell the person next to you what you do? What difference do you make to the team or your patients/clients?
How easy did you find it to capture the essence of your contribution?
MAKING
A
DIFFERENCE
DEVELOP THREE KEY MESSAGES FOR
INFLUENCING
ARRANGE EVIDENCE TO ACHIEVE GOAL (AETAG Template)
WHAT ARE YOU HOPING TO ACHIEVE: State your outcome from Step 1
Start with your strongest reason for being granted your request
Evidence to support your reason
Second strongest reason for being granted your request
Evidence to support your reason
Third strongest reason for being granted your request
Evidence to support your reason
Summary of your case (Just make two or three simple statements here, no more than 150 words)SOUND BITE: A one line statement to finish. (This needs to be a powerful statement that captures your main reason for being granted your request: no more than 30 words)
Key Action:
Use this tool for constructing your key influencing points.
Practice the reasons/arguments you plan to use on someone – speak it
out loud
Get feedback on your overall objective and on your arguments
Ask your “guinea pig” to come up with
questions/objections and readjust as
necessary
TEST OUT YOUR KEY MESSAGES
Consider how you will manage this
meeting
Plan the time, venue, have
examples to hand, be assertive
Agree how and when you will be informed of the
outcome
MEET WITH THE PERSON YOU WANT TO INFLUENCE
Create state
Clear perceptions and good
judgement
Self awareness and control
Ability to analyse/balance different views
Openness to others
MANAGING THE MEETING
PRINCIPLES FOR INFLUENCING
Make the pie bigger
Focus on the interests, not
positions
Separate the people from the problem
Insist the results based on objective
standards
What have you achieved?
Seek feedback and capture
what worked well
Record your learning from
the experience in your portfolio
REVIEW THE RESULTS
Write down the worst thing that
could happen
Ask yourself, if I wait, how much better will things
be?
Break tasks down into small pieces and start tackling
them
Reverse prioritise to say no to the less important
tasks
Set deadlines for yourself and share these with others
Broccoli or Brussels Sprouts
Principle
STRIVE AND THRIVE TOP TIPS
What would you attempt to do if you knew that you would not
fail?
WARNING
WARNING
Some people want it to happen,
Some wish it would happen,
Others make it happen
Michael Jordon
Call RCN Direct: 0345 772 6100
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www.rcn.org.uk/membership
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