1. Influencing without Authority
Rebecca Jones, MLS

2. Or…. Authority without Influence?
Principles for influencing are based on social learning

3. Influencing is built on:

4. Influencers Influence without Authority by Cohen and Bradford
The Art of Woo by Shell and Moussa
Influencer by Patterson & Grenny
The Influence Model in Journal of Organizational Excellence, Winter 2005
Situation Management Systems’ Positive Power and Influence Programs
Dave Pollard How to Save the World blog
Cohen & Bradford have extended their wonderful book with a website by the same name

5. Influencing starts with us
Wanting to learn
Seeing ourselves as influencers
Learning?
Yes…..that to change how people behave, we have to change how they think…..and that means us

6. OH yeah! Influencing within cross-functional teams…
The fine art of leadership, team building, politics and influencing

7. Some underlying principles
One in ten Americans tell the other nine how to vote, where to eat, & what to buy
Passionate, informed, well-connected, articulate people with broad social networks, to whom others look for advice & recommendations
“Talkers”
Two thirds of US consumer goods sales are influenced by word-of-mouth traffic (McKinsey, May 2001)
They said that 10% of the US tell 90% of the US how to think – these 10% were labelled ‘influential”
- this was really about word of mouth marketing
But it also pointed out characteristics of people that tend to be “influencers”
They talk – they share
The Influentials Keller & Berry, 2003

8. Some underlying principles
Influencers tend to be “expert” in a specific domain
Tend to be “Early Adopters” or certainly know how to build relationships with early adopters to move change through

9. The Classic Corn Research & Early Adopters

10. Effective influencers
Are opinion leaders
Knowledgeable about the issues being dealt with
Viewed as trustworthy
With connections
Use their knowledge & connections to help others

11. And just a few more…. Teams are most effective when:
There are no assumptions & clarity reigns
Every member’s talents & gifts are recognized & utilized
Brings us back to the critical elements in influencing – clarity, competencies & relationships
The talents & gifts – leads to what cohen & bradford call currencies

12. Cohen-Bradford Influence without Authority Model
Identify currencies: yours & theirs
Diagnose the other person’s situation
Influence through give & take
Develop & deal with relationships
Cohen & Bradford focus on “currencies” for the give & take process involved in influencing
Assume all are potential allies
Clarify your goals & priorities

13. Case study: Nettie Seabrooks
Her currencies:
Credibility built through high-quality work
Competent
Placing the organization’s interests first
Building many relationships at all levels
Visibility
Trustworthy

14. Wooing Knowing what you want Getting it in front of a few people
Forming, moulding & building a snowball
Following the network
One idea, one ally, one , one conversation, one meeting, one presentation at a time
In the art of woo, Shell says that politics in organizations is just like politics elsewhere –
You must know what you want to see happen
Find a simple way of expressing it
Get your idea(s) on agenda/in front of people
Crate a sense of urgency
Look for small wins & communicate them – congratulating others who’ve had any involvement in it
people like to be a part of something that is having winning results – so look for small wins
Form key alliances with stakeholders & keep going – look for a snowball effect
Be flexible – as ideas gain acceptance people will add to it – so know what you’ll hold fast & what you can adjust
And ASK for commitment
Be active & keep at it
Don’t assume it’ll stick once you’ve got an idea into place
Means you have to map decision process – understand what networks are in your organization –
Understand your own biases, weaknesses & strengths in communicating with those networks
Form relationships throughout the network – relationships predispose people to your message
Taking your idea of what you want from concept to buy-in & action requires that map & working methodically through it
Working it 1 idea, 1 ally, 1 , 1 conversation, 1 meeting , 1 presentation at a time – Shell calls this the “one-move idea sales”

15. Influencing is built on:

16. Influencing skills Competence Know your strengths & weaknesses
Work to your strengths
Keep the organizational perspective
Critical success factor for credibility & expertise
Competence
Acknowledging the weakness of your idea b4 others builds your credibility with them
Credibility resides in the audiences’ mind

17. “You cannot antagonize and influence at the same time.” J.S. Knox
Influencing skills
Get to know people, what they do, & keep in touch – regardless of level
Build trust; it’s incremental & fragile
“You cannot antagonize and influence at the same time.” J.S. Knox
Relationships
It takes work to build & keep relationships

18. Influencing skills Clarity Be clear on what you want
Be clear on what you’ve got, & where your lines will be drawn
Communicate clearly, in the style of the listener
Clarity

19. “At The Table” Voice To move to the decision-making table:
Clear direction which can be articulated
Cross-functional experience
Financial understanding of ROI & investments
Presence
Rebecca Jones research for SLA Executive Institute, Information Outlook

20. Influencing Styles
Involving – “pull” - communication style matches others’; building collaboration
Inquiring – “push” - listening carefully to identify others’ needs & ‘currencies’; to give & take
Leading – “pull” - engaging people to share stories & common grounds
Proposing – “push” - presenting possible solutions or a choice of options; structured & rational

21. Inquiring
Based on assumption that people are more motivated by what they’ll lose
Scarcity principle: people want what they can’t have
Reciprocity principle: give & get in return
Present an idea, explaining what it is they’ll get from you or what they might lose
So to find out what can be on the table in the give & take --- talk with them – asking lots of questions
Always present biggest request first & have 2nd as a fallback
Reciprocity – make sure these are of equal value

22. Leading or Visioning
Based on assumption that people want to help create the solution
Requires a good blend of both expertise & credibility - & trust
Use images & metaphors, not facts & logic

23. Proposing or Persuading
Goal is to gain real commitment
Remember the credibility card
What do they want that I can give them?
Why might they say no?
Ask for it; close the sale
“Will you commit?”
“When will you..”
Not “We hope you will….”
This is a formal influencing event
Might as well tell your audience that from the beginning
Not just a nod, but real follow-through commitment
If you are using data, make sure you’ve determined what sources your audience finds credible before you propose or present
Frame your idea in their terms to fit their needs & problems – in their language, terms, expressions….

24. Involving
Based on assumption that people like to be a part of what other people are involved in
Name specific individuals who are or have been involved
Works especially well if the people LIKE those who are involved
People are more influenced when they feel they are part of the process, are complimented & thanked for their contribution
That means you have to tell them

25. All styles Require: Clarity – communication skills are critical
Competence – must know what you are doing
Relationships – must know which style to pursue

26. Dave Pollard’s September 18, 2007 How to Save the World Blog

27. Cross-functional Groups
Clarity:
What is the goal? Your goal? Each members goal?
What % of their time are they to work with the group?
What’s valuable for them? WIIFT? What currencies are they seeking?
What about their boss?
Bring in senior person sponsoring group to adjust clarity for group

28. Cross-functional Groups
Relationships
Your listening & inquiry skills are more important than ever
Talk with each member
Keep people in the loop
Organizational interests come first

29. Planning your approach
What’s your objective?
What do you know?
What do you need to know?
What style(s) will you apply?
Draft your approach
Try it & learn

30. “Influence may be the highest level of all human skills.”

31. Let us know how you are doing!
Thank you
Let us know how you are doing!