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The Power of Influence: Part TwoIn last month’s newsletter, I talked about an important fact of life in today’s
organizations: to be an effective manager and a leader, you need to develop the ability to influence people in a variety of ways, across a range of organizational structures. By becoming more intentional in the use of influence, and by practicing it more consciously, it’s possible to build some “muscle” and get noticeably better results. You can learn to influence people to make things happen using logic, emotion, and
relationship; the most successful influencers work in all three domains. Real influence is not automatically conferred by virtue of your position in an organization, although where you sit may determine how ready your access is to others in positions of power and authority. But every organization has its “core group” of Who Really Matters, the title of a recent book by Art Kleiner, and they may not all be at the top of the corporate heap. Kleiner sees the core group as the ones who drive important decisions because their influence trumps all other concerns. Think of a time when you had to make a tough decision, and you asked yourself “what would so-and-so think
about this?” It’s those so-and-so’s who are the core group in your organization; they are your bosses, your peers, and your employees. If you want to get things done — make good decisions that really stick and implement your plans — you need an “influence plan” that addresses how you propose to persuade the key people at each level to support your idea. More than just support, you will need
their commitment to action. That’s essential if you want to spend less time fighting resistance, get more sustained effort over a longer period of time, and get the best from everyone on the team. Here are some tips for effective influencing in three key directions: - Influencing Up: To get commitment from your boss and his peers, you’ll need to
make a solid business case for your idea, project, or plan. Get your ducks lined up and make sure you’ve got the answers to the tough questions you can expect from the people who have responsibility for the bigger picture. Think strategically, but remember you need the data to back up your case. Don’t forget that different people have different agendas, and you’ll need to know what those are to make your best case.
- Influencing Across: To get commitment from your own peers and colleagues
across functions, you’ll need to rely on your network of contacts and working relationships. In fact, this is probably the best reason for networking in the first place – so you’ll be able to tap into a wide variety of individuals and groups with diverse interests, who can provide you with ideas, information, and support when you need it. This is how you’ll find out what people are thinking, where you can get the necessary resources to implement your plans, and what landmines might
be out there. If you don’t have a robust network already, get busy building one!
- Influencing Down: To get commitment from the people who report to you, you’ll need to tap into what motivates them. Surprise! It’s not the brilliance of your ideas or the authority you wield over them. You need to know what inspires them and what gets in their way, and the best way to build that understanding is
to engage in real conversations, often one-on-one. You may not be able to control things like salary or working conditions, but you can get powerful buy-in by treating your employees with respect and giving them meaningful work and plenty of opportunity for personal and professional growth. Just ask!
Could you use some help in buffing up your influence skills? Coaching is a proven way
of working with your strengths so you can exercise your personal power more effectively. If you’re tired of struggling to get the results you need, or you just want to prepare for the future, let’s talk about how coaching can work for you. Call (410)626-6008, or email info@bloomfieldassociates.com. 
To map out your influence plan, consider the following questions: -
Who will you need to influence, to accomplish what?
- Which tactics will be most effective with them? Logical, emotional, or cooperative appeals? A combination?
- What specifically will you say and do?
- How might others feel after you have attempted to influence them? What might they say?
- What additional influence tactics will you use if you need to respond?
From the Center for Creative Leadership, “Influence: Gaining Commitment, Getting Results.”
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Americans spend more than 100 hours commuting to work each year, compared with 80 hours a year of vacation time, the Census Bureau says. In a large survey of the American workforce, employees gave a surprising answer to the question “At what age do you plan on retiring?” The most popular answer was “never,”
with 34% saying they won’t retire at all. Women-owned firms in non-traditional industries (i.e., construction, manufacturing, and agriculture) are growing at almost double the rate of all U.S. firms in those industries. 
Computerate
Computer literate. To understand how a computer works, as in: "Are you computerate? Or do you need me to do it for you?" 
 Governance as Leadership: Reframing the Work of Nonprofit Boards, by Richard P. Chait, William P. Ryan, and Barbara E. Taylor. What I like about it: The authors present a set of distinctions and a simple model that will shift the perspective of board members and staff alike. They explain why
conventional advice to boards so often seems to produce unintended consequences, like micromanagement, and provide practical tips for creating and sustaining a “generative” approach to nonprofit governance.
Beth Bloomfield
Executive Coach, Strategy Consultant
Principal, Bloomfield Associates Share what you’re into — books, articles, movies, music, websites
— with others on the list! Send us the title and author or other pertinent information, along with a sentence or two on what you like about it, and if we use it in A Different Optic we’ll not only quote you, we’ll provide a link to you or your website. |
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“Experience is something we don’t get until after we need it.”
— Lawrence Olivier | |
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Beth Bloomfield is offering a fresh look at a frequent question: “How to Hire a Consultant – and Get the Best for Your Money.” If you want to bring this informative (and provocative) presentation to your group or professional organization, please contact Beth at (410) 626-6008. Beth will have a couple of openings available for executive coaching clients
beginning in May. If you’re interested, or know someone who might be, call Beth at (410) 626-6008. | | |
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