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The Power of InfluenceOne of the hardest lessons of management for those new to the role is that practically
everything you have to get done must be done by others. For those accustomed to excelling as individual contributors, the transition to management can be a bumpy ride, especially in today’s workplace. Managers can no longer rely solely on the power of their position in the hierarchy to command and control their employees, because today’s leaner organizations depend on more fluid structures and collaborative
processes. Effective management requires the ability to influence people in a variety of ways, across a range of organizational structures. Of course, successful people in staff (vs. line) positions in the old organization model have always known that influencing skills are critical to making things happen. Geoffrey Bellman, who wrote the classic book on influence, Getting Things Done When You Are Not in Charge, illuminated the ways in which influence is necessary to exercising leadership without authority. In doing so, he also prefigured the shift to the new style of participative management and leadership. The funny thing is, we all influence others in some way, it’s just that we seldom realize
that we do, or how we do it. 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. The foundation of your influencing skill is your “personal power,” as distinct from the power of your position. You are the one in control of your personal power. It’s up to you to build the necessary trust, respect, and commitment of others.
To influence others to do something we want them to do, the first place most of us go is logic. We marshal the most logical and rational arguments in favor of our proposal, in an effort to appeal to the intellectual and analytical capacities of the stakeholders. To sweeten the pot, we cite lots and lots of good data in our appeal to their minds. If we’re especially shrewd, we make sure we make the pitch in terms of the best choice for their
interests or the most benefit to them. Most of us are pretty good at making rational arguments. That would be fine if people decided what to do based only on logic. But of course, people are more complicated – they have emotions, and they are frequently not aware of how much they rely on emotion to make decisions. So if you want to be a more powerful influencer, you’ll also appeal to a person’s values, their self-image, and their
sense of belonging. You’ll couch your request in terms of a larger purpose or vision, and you’ll express confidence in the person’s ability to accomplish the job. To be most effective, you’ll need to listen well for clues about what really motivates them. Finally, you’d be wise to appeal to the need for connection and relationship that we all share. By building connection, you invite a more solid and continuing commitment by
others to your proposal and your broader goals. You can do this by opening the conversation about how to reach your goals to a wider group, and by responding in a genuine way to their concerns and suggestions. As with so many things, the more you practice your influencing skills the easier it becomes. Begin by noticing the many ways in which you seek to influence others, and
note which avenue you typically use – logic, emotion, or relationship. If you rely too heavily on one, you’re missing opportunities to bring people along with you. Practice extending your range in different situations, and notice how people respond. Then you’ll be on your way to developing your own style of influence, and building your own personal power to get things done. 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 establish a powerful learning and feedback loop as you practice your
influencing skills, record what happened and what you learned about yourself after each “influencing” conversation you hold. Here are some questions to reflect on: - What went well?
- What would you do differently next time?
- What action steps did you decide on?
- What did you learn about yourself related to influencing?
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What additional support can you find to improve your influencing skills?
From the Center for Creative Leadership, “Influence: Gaining Commitment, Getting Results.” |
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When Carly Fiorina left Hewlett Packard recently, 12.5% of the women CEOs in the
Fortune 500 were lost in one day. In a nationwide survey of executives and managers, 85% of respondents say their preferred method of communicating is by e-mail, while 61% say their organization would increase productivity if there were more personal discussions by their superiors. Online auction company eBay says about 430,000 people make their living selling on eBay. 
M-Learning In an extension of the e-learning phenomenon, where employees and students get their lessons via desktop or laptop computer either from the internet or CD, the next big trend in computer-assisted learning will be “m-learning”, via mobile devises like PDAs and mobile phones. According one expert, “M-learning provides an opportunity for
employees to obtain knowledge as and when it is needed, rather than through formal courses that may or may not be relevant to the solving of everyday problems in the workplace." 
Change This – the website:
What I like about it: Originally an idea of master-marketer Seth Godin, this website aims to challenge the way ideas are created and spread. Unlike today’s mainstream media, it has a calm and thoughtful tone, reflected in the “manifestos” on a wide range of topics posted by various big thinkers and ordinary people with really interesting ideas. Beth Bloomfield
Executive Coach, Strategy Consultant
Principal, Bloomfield Associates Mastery: The Keys to Success and Long-Term Fulfillment, by George Leonard. What I like about it: Leonard writes, “There will be moments on the path of life no matter how skillful and well-balanced you might be, when you’ll be knocked off center.” He goes on to give two practice exercises around being balanced and centered. By
staying present we remain focused on the only part of life we really can change… the moment we're in. Fran Dean-Bishop
Executive Leadership Coach
FranDeanBishop@aol.com 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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That's the way things become clear.
All of a sudden.
And then you realize
how obvious they've been all along.
— Madeline L'Engle |  |
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Beth Bloomfield is offering her popular six-session teleclinic on “Building Your Executive Coaching Practice” once again this spring, beginning March 23 and running through April 27. This will be the last running, and slots are limited. For information and registration online, click here.
The Metro DC Chapter of ICF is now planning its 2nd Annual Capital Coaching Conference, to be held June 3, 2005. The theme is “Leading with Authenticity,” and Beth is a member of the panel reviewing presenter proposals. For more information about the conference, visit the website.
Are you as tired of winter as we are? Want to know how the locals celebrate the arrival of spring? Then come on out to Eastport for the Annapolis Maritime Museum's Sock Burning on Friday, March 18 at 5:03 p.m. Gather at Barge House Beach, 723 Second Street at Back Creek. Admission is free; bring your own socks. Last year
the New York Times covered it! | | |
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