1. Developing Key Relationships

2. Learning Outcomes –Map the dynamics of their own role and relationship with their Head of School/Area. –Develop Strategies to build influence in key peer relationships. Integrated Competing Values Framework –Broker Managing Upwards & Building Influence

3. Power and Politics (Gabarro and Kotter) Scarce Resources Favorable Social Activity Person A Person B Wit Will Political Skill Politics Power

4. Influencing: Sources of Power and Tactics (French & Raven, 1959) TypesTactics LegitimateLegitimization Consultation Rational persuasion RewardExchange CoercivePressure ConnectionCoalitions InformationRational persuasion ExpertRational persuasion ReferentInspirational appeal Personal appeal Position Power Personal Power

5. Increasing your Upward Influence Sources of Position Power –Centrality –Criticality –Visibility –Relevance

6. Increasing your Upward Influence Expertise –Important in technological driven societies –Knowledge is power –Specialisation can be a dead end –Impression management Emotional Intelligence

7. Increasing your Upward Influence Personal Attraction –Agreeable behavior –Attractive physical appearance –Likeability Arguments accepted Trustworthy Good performance appraisals Influence EQ

8. Increasing your Upward Influence Legitimacy –Your vision –Is it congruent with the value system of the organisation –Generate stories, rituals, symbols which emphasise your vision and build culture

9. Increasing your Upward Influence Effort –What will benefit the boss? –What will increase your knowledge? –Effort equates to dedication and commitment. –Contribute to the group.

10. Managing Upward (Broker Role) Understand your boss Understand yourself Take Action –Develop a compatible relationship –Develop a set of mutual expectations –Manage the flow of information –Be dependable and straightforward –Use the boss’s time and resources wisely

11. Managing Upwards Kotter (1985) Power and Influence: Beyond Formal Authority. NY. Free Press CEO Manager Overdependence Counterdependence

12. Applying Type Dynamics: In Influencing Consider your own MBTI Type Map it against an individual in the workplace: –that you enjoy working with…… –that you dislike working with….. –consider what their types may be…. –does it provide any information that is useful to you that you might use in your CC role –consider your course team, who are the significant players, the quiet ones, non-participative, what is the balance of type –again, does this analysis provide any information that is useful to you in your CC role

13. Networking (Henderson R. 2005 Management Today, October, 34-36, 38-39. What is networking? What are your personal views of networking? How does networking influence you and your work related outcomes? How had networking influenced your career progression?

14. Networking (Henderson R. 2005 Management Today, October, 34-36, 38-39.) “If you are not a master networker, it is highly unlikely that you will be an effective leader or have any substantial influence in your networks, communities or workplace.” p. 34

15. Networking (Henderson R. 2005 Management Today, October, 34-36, 38-39.) Is a skill, not something you do – skills can be learned –Law of Abundance –Law of Reciprocity –Law of Giving without Expectation Network ethically, professionally and courteously High level communication skills Network creation takes time, effort and sincerity Research the kind of networks you want, goals you want to achieve, attend events, be transparent Share information, talk to the whole person, give out recognition