Influencing Others - Leadership Mirror

Influencing Others - Leadership Mirror

Influencing Others Using appropriate interpersonal styles and techniques to gain acceptance of ideas or plans; modifying one’s own behavior to accommo...

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Influencing Others Using appropriate interpersonal styles and techniques to gain acceptance of ideas or plans; modifying one’s own behavior to accommodate tasks, situations, and individuals involved.

Key Actions •

Opens discussions effectively—Describes expectations, goals, requests, or future states in a way that provides clarity and excites interest.



Clarifies the current situation––Seeks, gives, and summarizes information; ensures that the situation/issue is understood.



Develops others’ and own ideas—Presents own ideas; seeks and develops others’ suggestions; makes procedural suggestions.



Facilitates agreement––Uses appropriate influence strategies (such as demonstrating benefits or giving rewards) to gain genuine agreement; persists by using different approaches as needed to gain commitment.



Closes discussions with clear summaries––Summarizes outcomes of discussions and establishes next steps if needed.



Uses Key Principles—Establishes good interpersonal relationships by helping people feel valued, appreciated, and included in discussions (enhances self-esteem, empathizes, involves, discloses, supports).

Skill Enhancers •

Understand constituents’ priorities and align your communications to these priorities. Before presenting an idea or plan, identify what you want to achieve and how you’ll go about influencing people to achieve your goals.



Anticipate objections, reservations, and feelings.



Regardless of people’s roles, show respect and appreciation for their ideas and contributions.



Ask open-ended questions to encourage people to get involved in the interaction.



Address conflicts, problems, and misgivings directly and tactfully.



Test your ideas or solutions with people who do not have a stake in the outcome. Ask for their help in getting other key personnel to support your efforts.



Talk to key stakeholders to better understand the range of perspectives on an important topic.

© Development Dimensions Int’l, Inc., MMI. Revised MMII. All rights reserved. Leadership Mirror Executive Competencies Development Guides Page 1



Conduct background research on information and issues and use this knowledge when preparing your presentations.



Make effective use of nonverbal communications (gestures, posture, facial set, and mannerisms).



Ask people for their perspective on an issue; adjust your arguments so they are aligned with these perspectives.



Listen attentively to the questions people ask.



Practice a presentation or interaction on videotape or audiotape. Critique your practice presentation by asking yourself if this is how you want to present yourself.



Practice using gestures while speaking to dramatize a point.



Listen for the emotion or feelings within a person’s comments. Show in what you say or do that you understand how they feel. Don’t dismiss or ignore their feelings.

Developmental Activities Self-Directed • See how people will benefit from your proposals and recommendations. •

Watch television commercials and movies with a political agenda. Notice how facts and emotions are used to influence your opinions.



Observe yourself on videotape interacting with others. Did you interrupt? Use negative body language? Monopolize the conversation? Concentrate on improving the most serious problems first.



Read business periodicals (e.g., Business Week, Wall Street Journal, Fortune, Forbes, Inc, Harvard Business Review) and appropriate technical and professional journals for articles about influencing others.



Read biographies of influential leaders (business leaders, politicians, historical figures, scientists, philosophers, sports coaches).



Use your strengths to improve your influencing skills. For example, if you are strong in analysis, use facts to influence; if you are strong on collaboration, use your relationships with others to influence; if you are strong on innovation and creativity, use your ideas to influence others.



Share credit for accomplishments so other people involved in the project feel valued and appreciated.



Use visuals, symbols, analogies, and appropriate slogans to reinforce shared goals.

© Development Dimensions Int’l, Inc., MMI. Revised MMII. All rights reserved. Leadership Mirror Executive Competencies Development Guides Page 2



Consider your most common interactions with staff, department, peers, etc. Research your audience to identify their expectations and frame of reference.



Observe people who are good at influencing others. What makes these individuals effective? Are there any strategies that you can use?



Videotape or audiotape any formal presentations you conduct and appraise them afterwards. Note effective or ineffective behaviors.



Observe experienced presenters on television (politicians, newscasters). Note specific effective behaviors and behaviors that detract from the presentation’s impact.



Practice speaking in an informal setting after incorporating coaching suggestions. Reassess your performance.



Ask an experienced and effective influencer for feedback after they have observed one of your presentations.



Use analogies when appropriate to emphasize major points and to make the message more interesting to the listener.



Keep a list of difficult business interactions, including contact, date, day of week, time, a brief description of the problem, and how you handled it. Review the list for patterns. Do you encounter more difficulties early in the day or week? Are the situations the same or similar? Are you developing routine solutions that might not satisfy particular needs?

Partnerships • Share information about a project’s or idea’s issues and goals; ask people what they think about the issues and goals. •

Watch skilled leaders and negotiators in action, then discuss their approaches and techniques with them.



Seek opportunities to form mutually beneficial strategic alliances with others, including those who differ from you in style.



Ask others for their ideas, suggestions, and recommendations for resolving issues.



Distinguish your own and others’ “wants” from “needs.” Give up your wants to meet others’ needs.



Ask your leader or an associate to observe your influence behaviors when interacting with others. Request specific, behavioral suggestions for improvement.



Observe skilled influencers in live presentations. Make note of specific, effective behaviors. Ask the person what worked well, and what they might do differently in the future and why.

© Development Dimensions Int’l, Inc., MMI. Revised MMII. All rights reserved. Leadership Mirror Executive Competencies Development Guides Page 3



Ask a particularly effective influencer to coach you. When preparing for important meetings or individual interactions, ask him or her to observe your influencing style and provide feedback and coaching.



During an important meetings or presentations, designate someone in your audience as a note taker or coach. Have him or her provide you with feedback at the conclusion of your presentation.

Targeted Assignments • Seek increasingly difficult assignments that require greater levels of influence and leadership. Request feedback from others. •

Join cross-functional, interdisciplinary, interdepartmental, or customer task forces or teams to increase your opportunities to influence others.



Volunteer to serve as a leader for a community, charitable, or political organization.



Work on a project that requires collaborating with other people.



Join an organization such as Toastmasters International that encourages the development of speaking abilities.



Take on assignments in which you will have to make presentations to different groups or individuals.



Volunteer for projects (or use an existing one) in which you have no or little authority that would require you to influence people to get work accomplished.



Participate in an oral presentation or negotiation workshop (e.g., PowerTalk).

Developmental Resources Workshops Look for a workshop that addresses the following: • Creating and maintaining a win-win atmosphere. •

Conveying ideas with power and confidence without being intimidating.



Analyzing and anticipating the expectations, needs, and behaviors of others and developing strategies to meet your goals.



Communicating your goals, priorities, or expectations.



Gaining acceptance of and commitment to your objectives, decisions, or ideas.



Building a lasting agreement and gaining people’s respect and support.



Developing collaborative relationships and resolving conflict.

© Development Dimensions Int’l, Inc., MMI. Revised MMII. All rights reserved. Leadership Mirror Executive Competencies Development Guides Page 4



Building skill in listening to business partners, identifying needs, establishing rapport, and confirming expectations.



Managing business partnerships.



Establishing shared goals in the business world.



Targeting a presentation to the audience’s goals and level of understanding.



Handling questions and objections effectively.

Additional Learning Resources Books Asher, S., & Chambers, W. (1998). Wooing & winning business: The foolproof formula for making persuasive business presentations. New York: John Wiley & Sons. Berkley, S. (1999). Speak to influence: How to unlock the hidden power of your voice. Englewood Cliffs, NJ: Campbell Hall Press. Buchan, V. (1997). Make presentations with confidence. Hauppauge, NY: Barrons Educational Series. Building power and influence: How to work effectively with others. (1999). Boston: Harvard Business School Press. Chambers, H.E., & Craft, R. (1998). No fear management: Rebuilding trust, performance and commitment in the new American workplace. Boca Raton, FL: St. Lucie Press. Charvet, S.R. (1997). Words that change minds: Mastering the language of influence. Dubuque, IA: Kendall/Hunt. Conger, J.A. (1998). Winning ’em over: A new model for managing in the age of persuasion. New York: Simon & Schuster. Craig, S. (1998). Make your mark! Influencing across your organization. New York: McGraw-Hill. Ehrenborg, J., & Mattock, J. (1998). Powerful presentations: Fifty original ideas for making a real impact. London: Kogan Page Limited. Fisher, R., Sharp, A., & Richardson, J. (1998). Getting it done: How to lead when you’re not in charge. New York: HarperBusiness. Gillen, T. (2000). Agreed! Improve your powers of influence. Woodstock, NY: Beekman. Goleman, D. (1998). Working with emotional intelligence. New York: Bantam Books.

© Development Dimensions Int’l, Inc., MMI. Revised MMII. All rights reserved. Leadership Mirror Executive Competencies Development Guides Page 5

Gottlieb, M.R. (1999). Getting things done in today’s organizations: The influencing executive. Westport CT: Quorum Books. Harkins, P.J. (1999). Powerful conversations: How high-impact leaders communicate. New York: McGraw-Hill. Jeary, T. (1998). Inspire any audience: Proven secrets of the pros for powerful presentations. New York: Honor Books. Kayser, T.A. (1995). Mining group gold: How to cash in on the collaborative brain power of a group. Chicago: Irwin Professional. Kent, S., & DiCandilo, E. (1998). Mastering your influence: The workbook. Skills Mastery Press. Kinlaw, D.C. (1999). Coaching for commitment: Interpersonal strategies for obtaining superior performance from individuals and teams. San Francisco: Jossey-Bass. LaGrossa, V., & Saxe, S. (1998). The consultative approach: Partnering for results. San Francisco: Jossey-Bass/Pfeiffer. Lucas, J.R. (1999). The passionate organization: Igniting the fire of employee commitment. New York: AMACOM. Melohn, T. (1996). The new partnership: Profit by bringing out the best in your people, customers, and yourself. Essex Junction, VT: Oliver Wight. Mills, H. (2000). Artful persuasion: How to command attention, change minds, and influence people. New York: AMACOM. Rogers, J. (1999). Influencing people. New York: AMACOM. Strebel, P. (1999). The change pact: Building commitment to ongoing change. London: Financial Times Management. Templeton, M., & Fitzgerald, S.S. (1999). Schaum’s quick guide to great presentations. New York: McGraw-Hill. Tingley, J.C. (2000). The power of indirect influence. New York: AMACOM. Toogood, G.N. (1997). The articulate executive: Learn to look, act, and sound like a leader. New York: McGraw-Hill. Urech, E. (1998). Speaking globally: Effective presentations across international and cultural boundaries. London: Kogan Page Limited. Vengel, A.A. (2000). The influence edge: How to persuade others to help you achieve your goals. San Francisco: Berrett-Koehler.

© Development Dimensions Int’l, Inc., MMI. Revised MMII. All rights reserved. Leadership Mirror Executive Competencies Development Guides Page 6

Articles Beck, J.C., & Davenport, T.H. (2001, Winter). Commanding attention: A new leadership challenge. Leader to Leader, 19, 29–35. Bedell, G. (2001, April). Gentle persuasion. Executive Excellence, 18(4), 6. Cappelli, P. (2000, Spring). Managing without commitment. Organizational Dynamics, 28(4), 11–24. Conger, J.A. (1998, May). The necessary art of persuasion. Harvard Business Review, 76(3), 84–95. Conger, J.A. (1999, Spring). The new age of persuasion. Leader to Leader, 12, 37–44. Conger, J.A. (2000, May). Winning them over. Executive Excellence, 17(5), 13. Dreyer, J. (1997, June). Expanding your influence. Training & Development, 51(6), 11–12. Gillen, T. (2001, April 5). How to influence people. People Management, 7(7), 46–47. Harkins, P. (1999, November). Powerful leaders. Executive Excellence, 16(11), 20. Heimes, S. (1999, November 1). Persuasion may be an art, but it’s also a real science. Presentations, 12(11), 98+. How to get people on board. (2000, June). Harvard Management Update, 5(6), 1–3. Lippitt, M. (1999, March). How to influence leaders. Training & Development, 53(3). Marton, B.A. (2000, July). Mastering the art of persuasion. Harvard Management Communication Letter, 3(7), 4–6. Masciarelli, J.P. (1998, September/October). Using relationship management to ensure partnership success. Strategy & Leadership, 26(4), 24–28. Oncken, W. (1998, August). Proactive influence. Executive Excellence, 15(8), 8. Piscitelli, P. (1997, June). How to wow an audience. Sales & Marketing Management, 149(6), 63–69. Sussman, L. (1999, July). How to frame a message: The art of persuasion and negotiation. Business Horizons, 42(4), 2+. Wardell, C. (1999, May). Building front-line morale: A checklist. Harvard Management Update, 4(5), 6–7. Zielinski, D. (1998). Secrets from the pros: Five master presenters share their top techniques. Presentations, 12(6), 46.

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