2. Who Am I? What Skills Do I Need? Where Am I Headed?

3. Power Section 1: Power and Influence Upon completion of this module you will Understand French & Raven’s Five Bases of Power Know the difference between having power and being powerful Diagnose your own sources of power Increase your ability to influence others Understand the aspects of being influential

4. 1.Legitimate 2.Coercive 3.Reward 4.Referent 5.Expert What is Power?

5. Positional Power Legitimate Power: Position within hierarchy of organization

6. Coercive Power: Based on Fear Positional Power

7. Reward Power: Based on ability to distribute rewards viewed as valuable

8. Personal Power Expert Power: Based on special skills or knowledge

9. Personal Power Referent Power: Based on desirable characteristics or likeability

10. Which is more valuable? Positional Power Visibility Access to information Control Hierarchical Demand respect Personal Power Knowledge Expertise Demonstrated effort Collaborative behavior Earn respect

11. Feeling Empowered to Lead Webster’s: To invest with official authority Organizational: The power to implement Psychological: Increasing one’s spiritual, political, social, or economic strength through developing confidence in our own capabilities. Being in control of our own success

12. Myths Everybody’s doing it It’s easy Every manager wants empowered employees Every employee wants to be empowered Poof! You’re empowered!

13. Four Levels MEANING: Fit between work requirements and personal values, beliefs COMPETENCE: Belief in one’s own skills and capabilities SELF-DETERMINATION: Autonomy and choice in work methods, pace and effort IMPACT: Influence over organizational outcomes

14. Outcomes of Four Levels MEANING: Commitment and energy COMPETENCE: Effort and persistence SELF-DETERMINATION: Learning and resilience IMPACT: High-performance and determination

15. Influencing Others “Influence may be the highest level of human skills. - Unknown “You cannot antagonize and influence at the same time.” - J.S. Knox

16. POP QUIZ

17. 4 = Effective 3 = Good 2 = Fair 1= Poor

19. 1. I establish rapport with people before trying to persuade them to do something. 2. I explore other people’s viewpoints before trying to convince them of my own. 3. I give compelling reasons for adopting my viewpoint. 4. I’m not afraid of rejection. 5. I bolster my argument with good examples. Influencing Others

20. 6. I present my ideas in an upbeat, positive way. 7. I am sincere rather than manipulative. 8. I am persistent without being a nag. 9. I give people time to mull over what I’ve presented. 10. I choose more collaborative words to give advice other than “You should….” Influencing Others

21. Interpreting Your Score 30-40: You see yourself as having strong, effective influence skills and you use them consistently. 20-30: You are able to make some effort to influence others, but you could increase your comfort level. 10-20: Influencing is not your strong suit, but you would be well served by making a concerted effort to enhance your skills. Adapted from Mel Silberman, ASTD

22. Influencing Others Definition 1.Holding sway 2.Communicating with authority 3.Winning others over Not relegated to positional power Everyone needs to call upon this skill A core skill set for career advancement The ability to guide others to our point of view, to do something, or change something.

23. Two Aspects Push Proposing Blocking Dominating Pull Seeking Testing Building bridges

24. Influencing Others Push Involves logic, retribution, or incentives. Assert rationale for change. Push style better for getting compliance. Can achieve quick results.

25. Influencing Others Pull Involves motivating others, personal disclosure, and clarifying possibilities. Can’t fake it. Viewed as manipulative/dishonest. Best style for gaining commitment, but takes more time.

26. Example # 1 Goal: Promotion Senior Manager with line of sight on Director Boss says not ready – not a “thought leader” Natural Pull style; very little Push What would you do in her position?

27. Example #2 Establishing norms for new team Newly assigned to rotational position Being coached for aggressiveness, low EQ Highly intelligent and always accomplishes tasks What would you do in her position? How would you advise her?

28. SID – Insert Quiz Maker after Examples 1 &2 – I’ll create answers later

29. Need both Usually task specific Pull Push Best Style Ideal Balance

30. What is your default style? What are the pros and cons to this style?

31. Chance to write about their style here?

32. Third Option – but not for leaders 21 Disengage Some people have the option of just walking away. But leaders need to seek and find resolution in order to maintain commitment of others.

33. Increasing Skill Level Assess Explore Offer Feedback Specify Observe Practice Reflect Lather Rinse Repeat

34. Continuous Improvement

35. Influence at a Deeper Level Discovery Learning Model (www.discoverylearning.com): Rationalizing: You put forward your ideas in a logical, rational manner Asserting: You insist that your ideas are considered and you challenge others Negotiating: You look for compromises and make concessions for greater good Inspiring: You encourage others with a sense of shared mission and possibilities Bridging: You build relationships through listening and building coalitions

36. End of section; final quiz to be designed