Selling Your Ideas in the Absence of Authority Story: As I kept reading the Management Literature, I understood more and more about what I had seen playing out in who seemed to get what they wanted. I want to share information that with you. Elaine Seat, PhD, PE elaine.seat@circlespring.com

Objectives At the end of this session you will: Understand how people gain power What you can do to influence others Get a plan of strategies for starting to get power and influence What is getting promoted really about? It’s about Power and Influence. So what we are really talking about today is: How do you gain Power? How do I influence? And How Do I parlay these into the position I want?

Session Outline Understanding where power comes from Understanding what power and influence are and are not Understanding which influence tactics work Characteristics/traits/behaviors that work and don’t work Getting a plan to improve your own personal influence

What Is Power? Power is the potential to influence behavior Power is all about relationships and the dependence between people Talk about what this means… Why is Dependence the main driver in Power? Because if you can make someone do something, then you have power over them. If someone needs something then the owner of that thing has power over them. We create this dependence thru Rewards, wanting to be associated with someone or a group, or having knowledge that is needed (the IT department), or disciplinary actions Power does not guarantee influence It is true that it is who you know that gets you a position, but the research suggests that the who you know comes from weak ties instead of strong ties. In other words, people ultimately get jobs thru the friend of a friend.

Why Power Matters People who have POWER and use it effectively; attain desired jobs more quickly make more money - are promoted more quickly

Power and Influence Myths Power & Influence are inherently slimy Rationality is the best form of influence Power stems solely from one’s position Involving others & sharing power weakens your own position First impressions & good manners are old fashioned Powerful managers not only can accomplish more personally, but can also pass along more information and make more resources available to subordinates.

Types of Power Expert Connection Legitimate Reward Coercive Information Referent

Influence Tactics Ingratiation Consultation Exchange Inspiration Personal Appeal Pressure Logic (Rational Persuasion) Legitimizing Coalition Table 6.2 from Baldwin Resistance – influence target is opposed to carrying out requests and will resist accomplishing what is being requested Compliance – influence target is willing but not enthusiastic. Does only what is required and nothing more Commitment – agrees with request; will do with energy; will often go beyond what is requested Ingratiation – Trying to get someone in a good mood before making a request The most frequently used tactics are the least effective. Emotional appeals work because there is both a rational and emotional component. Research suggests that most managers generally invest most of their influence efforts on the rational aspect even though emotional elements most often lead to change.

Understanding Your Power Source Position Personal Types of Power Legitimate Reward Coercive Connection Information Expert Referent InfluenceTactics Legitimi- zation Exchange Pressure Coalitions Rational Persuasion Inspirational Appeal Consultation Personal Ingratiation What kind of power do you have? When do you use influence tactics where you don’t really have any power? Table 6.2 from Baldwin Resistance – influence target is opposed to carrying out requests and will resist accomplishing what is being requested Compliance – influence target is willing but not enthusiastic. Does only what is required and nothing more Commitment – agrees with request; will do with energy; will often go beyond what is requested Ingratiation – Trying to get someone in a good mood before making a request The most frequently used tactics are the least effective. Emotional appeals work because there is both a rational and emotional component. Research suggests that most managers generally invest most of their influence efforts on the rational aspect even though emotional elements most often lead to change.

Consequences of Influence Tactics Tactic (in order of use) Resistance Outcome % Compliance Outcome % Commitment Outcome % Rational Persuasion 47 30 23 Pressure 56 41 3 Personal Appeal 25 33 42 Exchange 24 35 Ingratiation 28 31 Coalition 53 44 Legitimizing Consultation 18 27 55 Inspirational Appeal 10 90 Table 6.2 from Baldwin Resistance – influence target is opposed to carrying out requests and will resist accomplishing what is being requested Compliance – influence target is willing but not enthusiastic. Does only what is required and nothing more Commitment – agrees with request; will do with energy; will often go beyond what is requested Ingratiation – Trying to get someone in a good mood before making a request The most frequently used tactics are the least effective. Emotional appeals work because there is both a rational and emotional component. Research suggests that most managers generally invest most of their influence efforts on the rational aspect even though emotional elements most often lead to change.

Six Characteristics that Derail Insensitive to others, abrasive, intimidating Cold, aloof, arrogant Betraying Other’s trust Overly ambitious, playing politics & always trying to move up Unable to delegate or team build Over-dependent on others (e.g. a mentor) From CCL’s longitudinal study of managers

Five Qualities for Promotion Attractiveness Conscientiousness Extraordinary Personal Effort Personal legitimacy Agreeable-ness Discuss how these are within your control

Do Looks Really Matter? Attractiveness and it’s impact from childhood What is attractive? How do you stackup>

Five Skills for Gaining Power Introducing Others First Impressions Being an Expert Social Networking Build your interpersonal skills Fundamental skills that position you Attach to power Introducing Others: connection First Impressions: Legitimate, Referent Expert: Talk about difficulties of Expert Social Networking: Connection Interpersonal Skills: Cut across all of them

The Spiderweb Here’s you and here’s the people you know. And, some of them know each other. You know them at work, play, professional organizations, church, neighbors and every where.

The Spiderweb And each of them has a web of acquaintances.

The Spiderweb In Your web, you know a lot of people, but you’ve been working on a project for Habitat for Humanity. You’ve been showing up and doing what you said you’d do. April is a friend from work and is working on the Habitat project also. You’ve really escalated your friendship with this project.

The Spiderweb April is also active in her local ASME chapter. She and Dan have pulled off a young engineers event for the past three years . Over dinner at a section meeting, April hears her friend Dan say that he needs a new program manager. You come to mind – she is happy to recommend you b/c she’s seen you in action and Dan is excited to hear about you because he’s seen April’s judgment. It’s not just making friends, it’s about building trust. Your next opportunity most likely doesn’t come from someone you know – it comes from someone that knows someone else and brings up your name.

The Spiderweb OPPORTUNITY!

Social Networking Have a positive outlook on asking for help and soliciting support Go beyond work and be active in other groups Manage the contacts you make Be a Friend – support others Talk about the spider web.

The Bottom Line Having Influence is about: - valuing both emotion and the task - getting to know lots of people - getting your part done well & on time - seeing the world as a place of abundance instead of scarcity - making your engineering know-how be one of a many tools in your toolbox

QUESTIONS? COMMENTS?

Getting your own Plan List 3 personal characteristics you have that are a plus with your P&I List 3 personal characteristics you have that hinder your P&I Of the 3 that hinder, which one are you most willing to change? What specifically are you going to do differently? When will you start?

Summary of Key Points P&I are what enable to you make a difference Relationships and learning the skills to build relationships are important You can learn skills that will help you achieve P&I

Contact Information Elaine Seat 865-277-6800 elaine.seat@circlespring.com This presentation will be posted on the 2011 LTC Web Site, at http://www.asmeconferences.org/ltc11/presentations.cfm

Selling Your Ideas in the Absence of Authority For questions or comments Elaine Seat 865-277-6800 elaine.seat@circlespring.com Presentation available at events.asme.org/ltc11 /presentations.cfm