Enhancing Your Personal Influence at the Executive Level
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This document discusses enhancing personal influence at the executive level. It outlines an influencing capabilities framework with 16 capabilities grouped under four main influencing strategies - the inquisitive investigator, the clear calculator, the mindful motivator, and the collegial collaborator. For each strategy, it provides an example leader, common personality types that tend to use that strategy, and examples of workplace situations where the strategy may be effective. It also lists investigation, calculation, motivation and collaboration tools that can be used to influence others depending on the chosen strategy. The document concludes by assigning homework to complete a personal profile and implement an influencing tool.
Enhancing Your Personal Influence at the Executive Level
- 2. Unit 1—Strategically Managing Performance Unit 2—Enhancing Your Personal Influence at the Executive Level Unit 3—Creating Thinking Space and Managing Time Unit 4—Options for Organisational Structuring Unit 5—Negotiation and Conflict Management Unit 6—Driving Positive Culture Change
- 3. Unit 2—Enhancing Your Personal Influence at the Executive Level
- 6. The power to make other people agree with your opinions or get them to do what you want willingly and ethically.
- 7. We are all in the business of influence
- 8. Your preferred style & approach The other person(s) style & approach The context
- 9. Baker, T. (2015) The New Influencing Toolkit Influencing Capabilities Framework
- 11. The Inquisitive Investigator • Investigators like to marshal their facts & figures & assertively advance their argument. They use logic to persuade & tend to be methodical & structured in their approach. • Al Gore
- 12. The Inquisitive Investigator Police, scientists & researchers Workplace incidents such as safety or harassment. Large scale change initiatives when you want people to be onboard
- 13. The Clear Calculator • Calculators like to promote the positives of a proposal & highlight the weaknesses in the current position. People know where they stand with calculators. They use logic to advance their cause. Generally calculators are good debaters. • Margaret Thatcher
- 14. The Clear Calculator Sales people, financial advisors, animal trainers, teachers. Any new change in the workplace that will affect employees & their working methods requires a leader to sell the positives of the change; e.g., harassment & bullying legislation training. Situations where the direction is vague & unclear; e.g., your belief we should create a new market for a product.
- 15. The Mindful Motivator • Motivators use emotion to influence. They are big picture thinkers that link a cause with a compelling vision of the future. Motivators often have a way with words & can define a simple and convincing vision. • Martin Luther-King
- 16. The Mindful Motivator • Entrepreneurs, advertising executives, PR agents, artistic directors. • Developing a new strategic direction that requires the hearts & minds of people. • Unclear about the rationale for a new initiative; e.g., unexpected cost cutting.
- 17. The Collegial Collaborator • Collaborators also influence using emotion. But they persuade people by involving them in the decision. Collaborators are great team builders. They engage people's hearts & minds. • Mother Teresa
- 18. The Collegial Collaborator • Conductor of an orchestra, funeral directors, choreographers. • In circumstances where there are diverse & strongly held views; e.g., team development. • People need to know the logic & rationale behind a decision, e.g., introducing a new CRM system.
- 20. Investigation Tools Using third party endorsements Structured interviews Conduct a survey Process mapping
- 21. Calculation Tools Force-field analysis Cost-benefit analysis After action reviews
- 22. Motivation Tools Team values charter GROW model Storytelling Good news stories
- 23. Collaboration Tools Begin with the end in mind Giving effective feedback Using a problem-solving approach Paraphrasing & active listening
- 24. Performance framework Values framework Performance & jobs Shifting from a job-focus to a performance- focus
- 25. Your homework Complete the profile & implement at least one of the tools you’ve learnt