1. Upward Influence: Examples of Strong Writing from MGT 360
Wayne Smith, Ph.D.
Department of Management
CSU Northridge

2. What is Upward Influence?
Upward Influence means to be able to be very, very good at developing a Reasoning Strategy.
(Note: If your professional environment is more of a “network” than a “hierarchy”, then think more along the lines of “Outward Influence” rather than “Upward Influence”. But you use the same influence strategies.)
A Reasoning Strategy means that one has a deliberate, conscious plan for influencing someone of a higher position in an organization.
In other words, Upward Influence via a Reasoning Strategy is a formal, ethical, and logical way to gain (but not abuse) power in an organization.
How do you—as someone who truly desires to be successful—do that?
Alternatively, how does a manager’s purpose, perspective, and work differ from a professional’s purpose, perspective, and work? (see next slide)

3. What is Upward Influence?
Or, what is the manager thinking about before, while, and after the professional does her or his work?
All or some of the following approaches and techniques:
Congruence (discuss issues aligned with your position and your role)
Credibility (always be honest, open, non-self-serving and straightforward)
Communication (use multiple face-to-face and electronic channels)
Compatibility (select issues that are in harmony with organizational culture)
Solvability (work on issues that are, indeed, solvable, and have alternatives)
Payoff (the higher the potential positive result, the more people will listen)
Expertise (identify the talent within the organization to address the issue)
Responsibility (point out the responsibility that top managers have)
Presentation (present the issue in a clear, precise, and simple manner)
Bundling (combine this issue with other issues of interest to top managers)
Coalitions (help get sponsorship by other people who see the issue similarly)
Visibility (use a public forum—in a positive manner—to reach top managers)

4. Exemplars – Congruence
The issue must be congruent with your position and role. A person in the Marketing Department trying to sell an issue relating to computers would be less effective than would an information specialist.
“(tbd)”

5. Exemplars – Credibility
Maintain credibility by being honest, open, non-self-serving, and straightforward. Demonstrate that your interest in the issue is not mere personal gain. Issues that seem self-serving are more difficult to sell.
“(tbd)”

6. Exemplars – Communication
Gain or maintain access to a broad communication network. Use multiple communication channels, including face-to-face conversations, written memos, , conferences, news clippings, and so on.
“(tbd)”

7. Exemplars – Compatibility
Select issues that are compatible and in harmony with the organization. Avoid issues that contradict the company culture.
“(tbd)”

8. Exemplars – Solvability
The issue must be solvable. Make it clear that the issue can be solved. Show that solution alternatives are available. Unresolvable issues don’t capture attention.
“(tbd)”

9. Exemplars – Payoff
Clearly point out the long-term payoff, for the organization or the manager, of addressing the issue. The higher the potential payoff appears to be, the more likely the issue will receive attention.
“(tbd)”

10. Exemplars – Expertise
Identify the expertise needed to solve the problem. Issues are more likely to capture attention if it is clear that the expertise necessary to resolve them resides in the organization, or better still, under the purview of the top manager or boss.
“(tbd)”

11. Exemplars – Responsibility
Point out the responsibility that top managers have to address the issue. Emphasize the negative consequences associated with ignoring the issue or leaving it unresolved.
“(tbd)”

12. Exemplars – Presentation
Ensure that the issue is presented succinctly, in emotionally positive terms, with supporting data and novel information. Complex and convoluted information does not capture attention, so the issue must be explained in precise, simple terms.
“(tbd)”

13. Exemplars – Bundling
Bundle similar issues together with other important issues that interest top managers. Point out the relationship between your issue and other issues already being discussed.
“(tbd)”

14. Exemplars – Coalitions
The issue must be sponsored by other people who will help to see the issue. Building coalitions of supporters makes the issue hard to ignore.
“(tbd)”

15. Exemplars – Visibility
Present and sell the issue in a public forum rather than in a private meeting. The more individuals who hear about the issue, the more likely it is to reach the boss’s agenda.
“(tbd)”

16. References
The categories for this presentation were excerpted and adapted from the following book:
Dutton, J. E., and Ashford, S. J. (1993). Selling Issues to Top Management, Academy of Management Review, 27:31-40.