C HAPTER 6: P OWER & I NFLUENCE Eric Arnaud, Jennifer Blair, Christina Lewis, Teasha Modha, Danielle Rios, and Jen Sturm

P OWER & I NFLUENCE M YTHS Power and influence are inherently ‘slimy.’ Rationality is the best form of influence. Power stems solely from one’s position. Involving others and sharing power weakens one’s own position First impressions and good manners are old fashioned.

S OURCES OF P OWER & I NFLUENCE Reward power: The ability to provide others with rewards they desire in exchange for work one needs to have accomplished Example: Offering incentive pay to employees based on performance Legitimate power: Invested in a role or position (often called authority) Example: Assigning an employee a task that is part of their expected duties

S OURCES OF P OWER & I NFLUENCE Referent power: Highly associated with the person and not the position Example: A good friend asking for a favor Expert power: Associated with a person and not closely with the rank of a position Example: A mechanic recommending an oil change Coercive power: Associated with either a person or the rank attached to a person’s position Example: Threatening to reprimand employees if certain obligations are not met

N ORMS & C ONFORMITY Norms: Codes of conduct about what constitutes acceptable behavior Implicit norms Inside norms Conformity: A tendency to believe, behave, and perceive in ways that are consistent with group norms Influenced by norms

I NFLUENCING WITHOUT A UTHORITY Using influence to get real and positive things accomplished through others in cases where one has no legitimate power from a position Influence Tactics Rational persuasion Consultation Inspirational appeal Ingratiation Personal appeal Exchange Coalition Legitimizing Pressure

S OCIAL I NFLUENCE W EAPONS Robert Cialdini coined the term ‘ social influence weapons. ’ Cialdini’s six principles: Friendship / Liking Commitment & Consistency Scarcity Reciprocity Social Proof Appeals to Authority

P RINCIPLE 1: F RIENDSHIP / L IKING Ingratiation Self-enhancement Enhancing the other While attractiveness plays a big role in liking, we also like people because of their similarity to us, and because of the flattering treatment that they direct toward us.

P RINCIPLE 2: C OMMITMENT & C ONSISTENCY Foot-in-the-Door Lowballing Bait and Switch The important thing about these techniques is to gain a small degree of commitment, then turn it into something bigger.

P RINCIPLE 3: S CARCITY Hard to Get Deadline One-of-a-Kind People are particularly sensitive to a perceived loss, more so than to a perceived gain of the same magnitude. Psychological Reactance Theory – When free choice is limited/threatened, the need to retain our freedom makes us want it more than before.

P RINCIPLE 4: R ECIPROCITY Door-in-the-Face That’s not all Foot-in-Mouth With this approach, the person being influenced often did not request the service or action in the first place.

P RINCIPLE 5: S OCIAL P ROOF Repeated Affirmations Vivid Examples Name-Dropping This is the most influential approach under two conditions: Uncertainty Similarity

P RINCIPLE 6: A PPEALS TO A UTHORITY Snob Appeal Appeal to Tradition Appeal to Novelty These are most powerful when they concern obeying the requests of genuine authorities who possess recognized knowledge and wisdom.

M ANAGING YOUR B OSS Understand your boss’s mindset Attempt to see the world through your boss’s eyes Try to communicate in your boss’s preferred style Understand yourself When approaching your boss… Begin with the end in mind Specifically outline costs and benefits Ask for input after presenting your recommendation How To Deal With an Incompetent Boss

P ROFESSIONALISM Defined as the capability to build relationships that bring out the best in people and the knowledge to navigate social situations Power and influence… Comes from one’s relationships with people Is closely tied to one’s ability to form and maintain strong, positive relationships Professionalism is a source of trust and respect. One must be proactive and consistently work on building these relationships.

E FFECTIVE & I NEFFECTIVE M ANAGERS Effective and influential managers: Highly organized, tough but fair and honest, appreciative, caring Ineffective managers: unorganized, flaky, insincere, dishonest, unappreciative, uncaring, difficult to relate to Examples: taking credit for an employee’s work not following up with employees or clients

B UILDING P OSITIVE R ELATIONSHIPS Get to know your people Show appreciation Under-promise and over-deliver

B UILDING P OSITIVE R ELATIONSHIPS Show genuine interest in others Practice MBWA Get your hands dirty

B UILDING P OSITIVE R ELATIONSHIPS Arrive early to work and meetings Talk a little about yourself regularly Be authentic Don’t forget about manners and etiquette!

F IRST I MPRESSIONS & I NTRODUCTIONS First impressions are truly important and carry considerable weight. It can be very difficult or even impossible to overcome a bad first impression. Introductions should be short, but memorable. Learning to properly introduce others as well as yourself is becoming increasingly important in today’s business world.

F IRST I MPRESSIONS & I NTRODUCTIONS Do… Develop a firm handshake Stand up when shaking hands or introducing someone Use and remember names FACE: Focus, Ask, Comment, Employ Respect seniority and age Don’t… Avoid an introduction because it looks uncomfortable Use the excuse “I’m bad with names” Use slang

S OCIAL N ETWORKING Social networking can be used to enhance power and influence. Have a positive outlook on needing help and soliciting support. Go beyond your organization to industry events, professional events, clubs, and associations. Manage your contacts using your phone, computer, or even a ‘black book.’ To make a friend, you must be a friend. How to Network

C ONCLUSION “We have learned that power is a positive force if it is used for positive purposes.” - Elizabeth Dole Questions?