Influencing without Authority

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Influencing without Authority

• Rebecca Jones, MLS
• rebecca_at_dysartjones.com
• 905.731.5836
• www.dysartjones.com

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Or.

• Authority without Influence?

Principles for influencing are based on social
learning
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Influencing is built on
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Influencers

• Influence without Authority by Cohen and Bradford
• The Art of Woo by Shell and Moussa
• Influencer by Patterson Grenny
• The Influence Model in Journal of Organizational
  Excellence, Winter 2005
• Situation Management Systems Positive Power and
  Influence Programs www.smsinc.com
• Dave Pollard How to Save the World blog

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Influencing starts with us

• Wanting to learn
• Seeing ourselves as influencers
• Learning?
• Yes..that to change how people behave, we have
  to change how they think..and that means us

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OH yeah!

• Influencing within cross-functional teams
• The fine art of leadership, team building,
  politics and influencing

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Some underlying principles

• One in ten Americans tell the other nine how to
  vote, where to eat, what to buy
• Passionate, informed, well-connected, articulate
  people with broad social networks, to whom others
  look for advice recommendations
• Talkers
• Two thirds of US consumer goods sales are
  influenced by word-of-mouth traffic (McKinsey,
  May 2001)

The Influentials Keller Berry, 2003
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Some underlying principles

• Influencers tend to be expert in a specific
  domain
• Tend to be Early Adopters or certainly know how
  to build relationships with early adopters to
  move change through

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The Classic Corn Research Early Adopters
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Effective influencers

• Are opinion leaders
• Knowledgeable about the issues being dealt with
• Viewed as trustworthy
• With connections
• Use their knowledge connections to help others

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And just a few more.

• Teams are most effective when
• There are no assumptions clarity reigns
• Every members talents gifts are recognized
  utilized

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Cohen-Bradford Influence without Authority Model
Identify currencies yours theirs
Diagnose the other persons situation
Influence through give take
Develop deal with relationships
Assume all are potential allies
Clarify your goals priorities
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Case study Nettie Seabrooks

• Her currencies
• Credibility built through high-quality work
• Competent
• Placing the organizations interests first
• Building many relationships at all levels
• Visibility
• Trustworthy

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Wooing

• Knowing what you want
• Getting it in front of a few people
• Forming, moulding building a snowball
• Following the network
• One idea, one ally, one email, one conversation,
  one meeting, one presentation at a time

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Influencing is built on
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Influencing skills

• Know your strengths weaknesses
• Work to your strengths
• Keep the organizational perspective
• Critical success factor for credibility
  expertise

Competence
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Influencing skills

• Get to know people, what they do, keep in touch
  regardless of level
• Build trust its incremental fragile
• You cannot antagonize and influence at the same
  time. J.S. Knox

Relationships
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Influencing skills

• Be clear on what you want
• Be clear on what youve got, where your lines
  will be drawn
• Communicate clearly, in the style of the listener

Clarity
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At The Table Voice

• To move to the decision-making table
• Clear direction which can be articulated
• Cross-functional experience
• Financial understanding of ROI investments
• Presence
• Rebecca Jones research for SLA Executive
  Institute, Information Outlook

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Influencing Styles

• Involving pull - communication style matches
  others building collaboration
• Inquiring push - listening carefully to
  identify others needs currencies to give
  take
• Leading pull - engaging people to share
  stories common grounds
• Proposing push - presenting possible
  solutions or a choice of options structured
  rational

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Inquiring

• Based on assumption that people are more
  motivated by what theyll lose
• Scarcity principle people want what they cant
  have
• Reciprocity principle give get in return
• Present an idea, explaining what it is theyll
  get from you or what they might lose

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Leading or Visioning

• Based on assumption that people want to help
  create the solution
• Requires a good blend of both expertise
  credibility - trust
• Use images metaphors, not facts logic

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Proposing or Persuading

• Goal is to gain real commitment
• Remember the credibility card
• What do they want that I can give them?
• Why might they say no?
• Ask for it close the sale
• Will you commit?
• When will you..
• Not We hope you will.

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Involving

• Based on assumption that people like to be a part
  of what other people are involved in
• Name specific individuals who are or have been
  involved
• Works especially well if the people LIKE those
  who are involved
• People are more influenced when they feel they
  are part of the process, are complimented
  thanked for their contribution

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All styles

• Require
• Clarity communication skills are critical
• Competence must know what you are doing
• Relationships must know which style to pursue

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Dave Pollards September 18, 2007 How to Save the
World Blog
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Cross-functional Groups

• Clarity
• What is the goal? Your goal? Each members goal?
• What of their time are they to work with the
  group?
• Whats valuable for them? WIIFT? What currencies
  are they seeking?
• What about their boss?
• Bring in senior person sponsoring group to adjust
  clarity for group

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Cross-functional Groups

• Relationships
• Your listening inquiry skills are more
  important than ever
• Talk with each member
• Keep people in the loop
• Organizational interests come first

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Planning your approach

• Whats your objective?
• What do you know?
• What do you need to know?
• What style(s) will you apply?
• Draft your approach
• Try it learn

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• Influence may be the highest level of all human
  skills.

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Thank you

• Let us know how you are doing!
• rebecca_at_dysartjones.com