Transcript the presentation

Leadership Development:
Influencing Others without Authority
Breakout Session #WC10-583
Name: Dr. Hany Malik
Rodney Matsushima, Fellow
Date: Monday, July 19, 2010
Time: 11:00 am – 12:15 pm
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Agenda
• What is Influence?
• What are Sources of Individual Power
and Influence?
• Process and Techniques for
Influencing Others
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How to:
• Increase your influence
• Call the shots without authority
• Work within challenging
organizational environments
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Increase Overall Influence
• Consider three levels
Organization
Team
Individual
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Question:
• Do you understand the bases of individual
power and influence?
• Are you familiar with the characteristics of
most influential leaders?
Individual
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Question:
• How effective are you in influencing
teams?
• Do you know what it takes to influence
your team to become a high
performance team?
Team
Individual
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Question:
• Do you understand the relationships
between different entities of the
organization?
• Are all parts of the organization working
at maximum efficiency to support the
strategy?
Organization
Team
Individual
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Alignment
• Demonstrate how ideas align all
levels to support the organization’s
mission to maximize influence
Mission
Organization
Team
Individual
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Individual Level
To increase your influence on the
individual level, you must understand:
1. Characteristics of highly influential
leaders
2. Different bases of individual power
and influence.
Org
Team
Individual
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Characteristics of
Extraordinary Leaders
LEADING
ORGANIZATIONAL
CHANGE
FOCUS ON
RESULTS
INTERPERSONAL
SKILLS
Org
PERSONAL
CAPABILITY
Team
Individual
The Extraordinary Leader
John H. Zenger & Joseph Folkman
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Character
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Integrity, credibility, telling the truth,…
Making decisions with the organization
paramount in their mind versus allowing
a personal agenda to influence
decisions.
Keeping commitments that are made
Practicing self-development; constantly
learning
Being receptive to, and specifically
asking for, feedback from others
Being approachable by anyone
Treating everyone the same – no
“smiling up and kicking down” behavior
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Org
Team
Individual
Character – Con’t
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Treating the waitress and bellhop with
dignity, as well as people of high status
Trusting other people; assuming good
intentions
Working collaboratively with others, versus
seeing everyone as a competitor
Not acting in an arrogant manner toward
others
Being tenacious and not giving up because
something is difficult
Org
Having emotional resilience; adjusting
Team
rapidly to changing environments
Individual
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Personal Capability
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Technical knowledge
Product knowledge
Professional skills (e.g, project
management, writing skills, presentation
skills, …etc)
Innovation
Initiative
Effective use of information technology
Org
Team
Individual
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Interpersonal Skills
• Communicating powerfully and
prolifically
• Inspiring others to high performance
• Building positive relationships with
others
• Developing the skills and talents of
subordinates
• Working in collaborative manner with
others
Org
• Being an effective team member
Team
• Recognizing and rewarding the
Individual
contribution of others
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Interpersonal Skills – Con’t
• Being open and receptive to new ideas
• Responding positively to feedback
• Effectively resolving conflicts within their
own departments and with other groups
outside
• Influencing people upward in the
organization, in addition to peers and
subordinates
• Building the self-esteem of others, giving Org
positive indications of their ability to
Team
succeed
Individual
• Teaching others in a helpful manner
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Focus on Results
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Establish stretch goals for their
people
Take personal responsibility for the
outcomes of the group
Provide ongoing feedback and
coaching to their people
Set loftier targets for the group to
achieve
Personally sponsor an initiative or
action
Org
Team
Individual
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Focus on Results – Con’t
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Initiate new programs, projects,
processes, client relationships or
technology
Focus on organization goals and
ensure that they are translated
into actions by their department
Operate with speed and intensity;
accelerate the pace of the group
Champion the cause of the
customer
Balance long-term and shortterm objectives
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Org
Team
Individual
Leading Organizational Change
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Have a strategic perspective
Balance short-term and long-term
needs of the organization
Relate work to the organization’s
business strategy
Translate the organization’s vision
and objectives into challenging and
meaningful goals for others
Champion change
Org
Team
Individual
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Leading Organizational
Change – Con’t
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Lead projects or programs, presenting
them so that others support them
Market work group’s projects,
programs, or products
Represent to key outside groups
Help people relate meeting customers’
needs to the organization mission Org
and goals
Team
Individual
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Increasing Your Influence
on the Team Level
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Small Number
Complementary Skills
Common Purpose
Performance Goals
Common Approach
Mutual Accountability
Members committed to one another’s Org
personal growth and success
Team
Katzenbach’s High Performing Teams Model
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Individual
Increasing Your Influence on
the Organizational Level
Org
Team
Individual
*Suntiva’s Organizational Assessment Model
Copyright 2010 Suntiva All Rights Reserved
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Bases of Individual Power
and Influence*
1. Reward Power: Results from the holder’s ability to reward
others
2. Coercive Power: Results from the holder’s ability to punish
others
3. Legitimate Power: Based on recognition of the holder’s valid
authority in a given situation
4. Referent Power: Based on a person’s attraction to or desire
to be like the holder of power.
5. Expert Power: Based on the belief that the power holder has
special knowledge or expertise
*French and Raven's Five Forms of Power
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Good News:
Research shows that leaders who
combined expert and referent power
tend to be most effective. These two
sources of power are based more on
characteristics of the person than the
position or situation; therefore, their
combination is likely to result in greater
acceptance of the leader and greater
effectiveness on long-term basis.
Org
Team
Individual
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Credibility
• Research shows that the one CRITICAL
condition to activating all types of power is
CREDIBILITY.
 Credibility takes time to develop
 Without credibility, influencing without authority is
virtually impossible
 Does the individual want to do the right thing?
Does he or she know what the right thing to do
is? And can he or she get it done?
Org
Team
Individual
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How to Have Influence
Motivation
Ability
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Link to Mission
and Values
Personal
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Harness Peer
Pressure
Social
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Structural
Overinvest in
Skill Building
Create Social
Support
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Align Rewards
and Assure
Accountability
Change the
Environment
* “How to Have Influence,” --Joseph Grenny, David Maxfield, Andrew Shimberg
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Q&A
?
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Additional Resources
• “Influencer,” Kerry Patterson, Joseph Grenny,
David Maxfield, Ron McMillan and Al Swizler
• “Influence,” Robert Cialdini
• “Why You Don’t Want What I Want,” Rick Maurer
• “Exercising Influence,” B. Kim Barnes
• “Getting Things Done When You Are Not In
Charge”, Geoffrey M. Bellman
• “Bases of Social Power,” French and Raven
• Suntiva’s Organizational Assessment Model
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