Session 1.5: Influence Without Authority Module 1: Leadership and Team Building Leadership and Management Course for ZHRC Coordinators, HTI Principals, and ZHRC/HTI Management Teams

Learning Objectives By the end of the session, participants will be able to:  Distinguish between personal and positional sources of power.  Apply an influence model to increase personal potency in an organization. 2

What is “influence”? 3

Influence: The capacity to help shape what happens next. Producing effects on the actions, behavior or opinion of others. 4

Influence vs. Authority ASSUMPTION:  If I don’t have authority, I don’t have influence. BUT  Even with formal authority, you may not have influence. You can influence others without authority. 5

Influence in the Workplace  Can happen directly or indirectly.  It can happen in many settings, such as: One-on-one conversations As part of a public group Professional/formal settings (in a meeting, etc.) Informal settings (over lunch, dinner, etc.) Via Via telephone 6

Activity What is one thing that you would like to effectively influence?

Law of Reciprocity  People should be paid back for what they do for others.  One good turn deserves another. And, one bad turn deserves another!  Ideas of reciprocity are closely linked to the concept of influence. 8 Adapted from Cohen & Bradford, 2005.

Influence & the Art of Give and Take  Reciprocity is at work.  Basically, you are offering something valued in return for what you want or need.  Can be positive or negative: Positive: Offering something valued by the other(s) in return for what you want or need. Negative: Withholding something valued or needed, or giving them something they do not want, in exchange for something that you do want or need. 9 Adapted from Cohen & Bradford, 2005.

Currency: Something valuable that you have, that you can trade for something you want or need 10

Currencies: What do you have to offer?  Influence is possible when you have something that others want (i.e., currency)  Examples of currency: Technical expertise, organizational information, political information, knowledge about clients, etc. Gratitude, recognition, appreciation, listening, respect, assistance with tasks, etc. Grants, budget allocation, loan of staff/personnel, office space, equipment, etc. 11 Adapted from Cohen & Bradford, 2005.

What do you want to influence? Start by asking yourself: “What do I want to have happen?” “If I were in charge, how would I make it happen?” “What will benefit this organization?” In order to influence, we have to keep the goal in mind. 12

Goals  Goals and priorities Sort personal desires from goals that benefit your organization  Think strategically about goals Primary and secondary objectives Short-term or long-term objectives Critical needs vs. preferences

Model of Influence Without Authority 14 Assume all are potential allies Influence via Give & Take Diagnose the world of the other Identify relevant currencies Deal well with relationships Clarify goals and priorities Source: Cohen & Bradford Start

When to use the model  We use this model instinctively  Use it deliberately when: The other party is resistant You do not know the other party, and you are asking for something that may be costly to them You have a poor relationship with the other party You may not get another chance 15

Individual Activity: Influence Worksheet  Use this worksheet to think strategically about your goals, and prepare to influence others. Describe the issue. What do you want to have happen? Why is this a good idea? What are the arguments against? What are the costs? What are the benefits? What important factors must be considered? What would success look like?  Fill in the worksheet. If you do not finish, complete the worksheet as homework.

Influence Without Authority: At A Glance  Influence can be learned and practiced  Art of give and take  Prepare in advance  Consider costs to you and the other person  Consider all of your currencies  Use thoughtful communication  Occurs over time  Identify goals that benefit the organization  Build a foundation of trust and good relationships 17

Key Points  Influence is a skill that helps leaders create positive change within an organization.  Influence does not require formal authority/power, but does require trust and good relationships.