leadership and management - leading self webinar - building your influencing skills and strategies
TRANSCRIPT
Thank you for signing in early. The session will start at 12:45, in the meantime you might want to reflect on this quote…
“If people are good only because they fear punishment and hope for reward, then we are a sorry lot indeed”
Any ideas who said it?
How does it relate to influencing?
LEARNING & DEVELOPMENT
“THE MOST SUCCESSFUL PEOPLE AND BUSINESSES NEVER STOP LEARNING”
Building your influencing skills and strategies
How to communicate and influence others by first understanding yourself
Understanding how others see you: the role that perception plays and the importance of feedback in communication and influencing
Building your influencing skills and strategies
Influencing series
Brief review of the first two webinars
Consider ‘power’ in relation to influence
Explore some broad influencing strategies
Consider how to choose the right approach
Practise using case studies
Look at media and advertising and what we can learn from how it’s done
Agenda
Iceberg metaphor
VALUES
BELIEFS
ATTITUDES
CAPABILITIES
BEHAVIOURS
EXPECTATIONS
PERSONALITY
PERCEPTION
How do we look to others? From their perspective?
Understanding ‘their perspective’ is crucial in communication
Key points
Power
The force, quality, energy that enables an individual or group to influence others
Influence
The capacity to have an effect on the character, development, or behaviour of someone or something, or the effect itself
Power vs Influence
Formal
Personal
Expert
Information
Sanction
Network
Which ones do you favour?
Which could you use more?
Which ones do you need to nurture?
Sources of Power
Push/pull influencing
Push Pull
Making demands
Incentives and pressures
Proposing and Reasoning
ListeningDisclosingInvolving
State expectations
Paint a verbal picture
Convince with logic
Negotiate win/win
Influence Strategies
One of the engineers in your team consistently arrives late to work: half an hour to an hour.
You have discussed this with her before.
She has a long drive in to work and so wants to continue arriving at a later time. As she stays late just as frequently you have tolerated the situation.
She’s an excellent employee.
However, lately you’ve noticed that you and other internal customers are unable to ask her questions or obtain information from her in the first part of the morning.
You have decided that you need her to arrive at work on time.
Push/pull influencing
Push Pull
State expectations
Convince with logic
Paint a verbal
picture
Negotiate win/win
Less time More time
Less flexibility More flexibility
Compliance Commitment
You have an engineer who says he wants to talk to you about a new project that he wants to work on.
You were planning to assign the project soon but to someone else on your team.
You think he’s interested in this project because it’s high profile and involves working with a lot of senior people.
You have another project you’d rather he worked on. This project isn’t as high profile as the first one but would be more interesting and better for his long-term development.
On the other hand, you don’t want this engineer to be unhappy. He was very calm when he asked to talk to you, but you’ve seen him become unhappy once before when he wasn’t satisfied with the work he was assigned.
Push/pull influencing
Push Pull
State expectations
Convince with logic
Paint a verbal
picture
Negotiate win/win
Less time More time
Less flexibility More flexibility
Compliance Commitment
Your most junior engineer has been dragging his feet on taking over the leadership of a project team.
You need him to take over this team – there is no one else available to take the role and it would be an excellent development opportunity for him since he’s never led a project team before.
He claims that the team is never available for meetings and doesn’t seem very interested in the project. He also says that even if the team members were available, he’s not sure there’s any good reason for them to meet.
You know the only way that this project will succeed is for this team member to take on the role and lead the team effectively.
If he doesn’t agree, you will have to lead the team yourself.
Social Proof
Reciprocity
Liking
Authority
Commitment/Consistency
Scarcity
Media/Advertising
Influence Triggers - Robert Cialdini
Personality and perspective
Tailoring the message to the individual
Sources of power
Push and pull influencing
Using the right influence strategy
Influence in the media
Summary
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COMMUNICATION AND INFLUENCING SKILLS
Bristol: 19-20 August 2014London: 11-12 September 2014Aberdeen: 11-12 November 2014
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