Supporting materials - PWC influencing model
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This document outlines an influencing model and provides techniques for effective team development and communication. It discusses understanding different leadership styles and adapting to individuals and tasks. Specific skills covered include active listening, feedback techniques like the GROW model, managing change, and influencing approaches like questioning and building common ground to achieve mutual understanding and outcomes. The overall goal is to help participants improve team performance through leadership skills, internal relationships, and communication.
Supporting materials - PWC influencing model
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- 2. Objectives PWC Influencing model An effective Leader | Team, task and individual model Understanding your team | Belbin Ladder of perception Typical team behaviours Body language and verbal style Active Listening, feedback and GROW coaching model Reactions to change and how to support others Contents
- 3. Objectives Team Development • Understand your role in managing and participating in a team • Be able to use group dynamics and team management principles to get higher performance from your teams Internal Relationships • Understand your leadership style and be able to adapt it to different individuals and tasks • Be able to use your leadership skills to coach and develop junior members of staff Effective Communication • Have practised your feedback and coaching skills and be able to use these to manage assignment quality and to develop staff • Be able to use basic influencing skills to get successful outcomes in work situations 3
- 4. Positive influence | A definition ‘We influence when we help someone to change their thinking and behaviour with the intention of achieving a mutually beneficial, positive outcome. We may change our own thinking and behaviour as a result of having a better understanding of their needs. At the end of our interaction, we both feel good about our relationship.’ ‘Manipulation is where there is a hidden agenda while influencing in the context of this model is where there is no hidden agenda.’ What influencing is not:
- 5. Influencing skills are vital for successful business relationships We use push energy (assertive styles) to get our own points across We use pull energy (responsive styles) to deepen our understanding of what the other person thinks and feels If we disengage during discussion we always try to do so in a way that maintains the long- term relationship Doing this skillfully helps us to feel respected and valued by each other, which is essential for good relationships
- 6. Convincing Offering insights Making suggestions Giving reasons Requiring Disclosing feelings Saying what you need Describing the consequences Connecting Active listening Questioning & exploring Reflecting and summarizing Building common ground Inspiring Creating a vision Personal disclosure Supporting Convincing Offering insights Making suggestions Giving reasons Based on facts and logic Requiring Expressing feelings Saying what you need Describing the consequences Actively listening Questioning and exploring Reflecting and summarizing Building common ground Connecting Creating a vision Creating trust by personal disclosure and support Inspiring Mutual benefit and value Lower Energy Higher Energy your agenda my agenda PUSH PULL Push/Pull influencing model