influencing skills - · pdf file2 session map • what is influence • influence &...

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Influencing Skills

With

Nigel Moody

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2Session Map

• What is Influence

• Influence & You• What really lies behind it

• How to be Influential, no really!• Adjacent Essential Personal Skills• Selling with Influence• Personal Action Planning

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3Session Map


• Influence & You • What really lies behind it


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What words spring to mind when you read or hear the word

Influencing

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5Authority

Control

Credit

Direction Domination

Effect

Guidance

Magnetism

Mastery

Power

Pressure Prestige

Rule

Sway

Weight Clout

Leverage

Importance Charisma

Pull

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A Defining Moment . . .

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7Influence . .

• An effect of one person or thing on another• The power of a person or thing to have that

effect

• Power or sway resulting from ability, wealth, position etc.

• A person or thing having influence

Collins Dictionary and Thesaurus

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8Session Map


• Influence & You• What really lies behind it


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When is it Easy?

When is it difficult?

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What Influences you?

Is it things you

see, hear, feel, know, expect, etc. . .

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11Session Map




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Aristotle & Influential Wisdom

A good influencer speaks logically, fluently and confidently motivating and

inspiring others by appealing to their ‘hidden interests’.

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13Other People . . .

• Management is often described as getting things done through the coordinated efforts

of other people

• Work and business relies entirely upon other people, i.e. clients, competitors, colleagues

So, it’s all because of other people!

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Influence is all about POWER

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15The Balance of Power

• Your capacity to Influence comes from being able to exert power

• We all feel more or less powerful dependant upon circumstances

• Managing the balance of power is important

• Recognising your power and it’s weight in differing circumstances is key.

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16Sources of Power

• Reward• Coercive• Legitimate

• Personal

• Expert• Information

• Connection.

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17Session Map




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Don’t Worry

It comes preloaded!

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19Winning Hearts & Minds

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toto

Respect peoples’

interests,

aspirations and

concerns . .

Respect peoples’

interests,

aspirations and

concerns . .

persuade them as

to the merits of

your proposal.

persuade them as

to the merits of

your proposal.

adapt and

demonstrate how

your ideas meet

their real needs . .

adapt and

demonstrate how

your ideas meet

their real needs . .

andan

d

20Or put another way . . .

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Stag e

Their Position Your Position

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21The Four Golden Rules

• Ask Questions

• Explain the Benefits

• Meet the Objections

• Secure the Deal for Action.

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22Don’t Confuse . . .

Push• Forcing the other person to do

something

• Moving rather than motivating them

• Creates a WIN: LOSE situation

• Quicker result or no result

• You cannot use a PUSH style then a PULL style

• Does not necessarily show respect.

Pull• Motivating a person, so that

they want to do it

• Decreasing forces against change

• Creates trust

• Sets up a WIN: WIN situation

• Gains long‐term commitment

• Listens and shows respect.

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23Session Map



• How to be Influential, no really! • Adjacent Essential Personal Skills• Selling with Influence• Personal Action Planning

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What might they be?

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25Essential Adjacent Skills

• Planning • Questioning • Listening

• Presenting• Assertiveness• Negotiating.

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26Planning

Putting yourself in the best possible position for doing the best possible job!

• Clarity of purpose• Who, When & Where?• Background research• What do they already know?• What do you need to know?• What do they need to know• Action plan & approach

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27Questioning & Listening

To gain understanding and to build rapport

• Ask questions that deserve answers, and always listen to them.

• Use your proactive and reactive questions to keep control of the conversation.

• Demonstrate you understand their point of view, concerns and hopes

• Build Rapport and be on their side.

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Working with your neighbour . . .

Find out what they did last weekend, from leaving work on Friday night until bed time Sunday evening.

You have 2 minutes!

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29Presenting

• Plan thoroughly• Be clear, concise and accurate• Less is more

• Tell them what you’re going to tell them, tell them and then tell them what you’ve told them

• Use appropriate language i.e. not jargon• Make visuals strong and justifiable

• Rehearse Rehearse Rehearse

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Assertiveness

It’s about rights and permissions

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31The Three Behaviours

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32Negotiation

Achieving the WIN:WIN

• Explain the Benefits– Lead them over to your side by explaining the benefits

and for whom.– Use factual rather than unsupportive assertions – Be fair and don’t rubbish their ideas, or your

competitors – Explain the consequences of doing nothing.– Put your preferred option last.

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33Negotiation


• Meet Objections– Anticipate and prepare for their objections, be

gracious not smart !

– First –

attitude. Play it cool. Do not respond emotionally but low key

– Seek to understand by asking questions and isolating the specific objection(s). Put them into perspective

and suggest compensating factors –

i.e. place their concerns into context alongside the many benefits.

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34Negotiation


• Secure the deal for action– Have realistic expectations – you might need to

come back later – leave the door open– Ask for their commitment to action– When a commitment has been granted seek

clarification as to the who, what, when, where, how and why –

thank them and then shut up!

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35Jung’s Behavioural Styles

Profiling your ‘target’

can always help!

• Respect Person

• Approval Person

• Control Person

• Recognition Person.

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36The Selling Process

Identify Needs

Explanation of Fulfilment of Needs

Ask for the Work

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Personal Action Planning

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