≥sowing seeds

becoming a thought leader

Influencing Decisions, Thoughts andBehaviours to Achieve Results Through Others

www.wales.gov.uk/improvingpublicservices

the ability to influence people is the faste

st and m

ost direct route to achieving results

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the ability to influence people is the faste

st and m

ost direct route to achieving results

Why thought lead others?

Introduction

The ability to successfully influence others without using traditional forms of power and control has become a key skill for managers and leaders needing to work beyond the boundaries of their personal and professional authority. This reflects a changing environment where collaboration and partnership are the primary means of addressing whole systems problems and the key to delivering adaptive and meaningful change. For managers and leaders, the need to engage other organisations and individuals to help deliver a shared agenda in the interests of providing high quality, cost effective, citizen focused public services has become imperative and urgent.

However in the current climate, the capacity to influence and thought lead others is increasingly difficult because of the complexity of organisational structures and the number of competing priorities distracting and dividing attention. Added to this, traditional hierarchies based upon assigned models of leadership and authority, are breaking down to be replaced by less formal, matrix style, collegiate ways of working. As a result, the authority of individuals to compel others to deliver has become less effective and in some cases untenable. In its place, new models of soft power application have begun to evolve which focus upon relationship investment using emotional intelligence, value-driven behaviours and personal engagement.

For managers and leaders, the ability to influence people is the fastest and most direct route to achieving results through others. It represents an important communication tool that helps to deal with transitions, manage complexity and act effectively in the moment.

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Thought leadership is best described as influencing others in their attitudes, beliefs, decisions and behaviours without necessarily using conventional models of power or authority to do so. In circumstances where an individual is seeking to influence others, it is in the free choice of those being influenced to willingly engage, adopt new ideas and act on volition that evidences the effect and success of thought leadership.

Unlike more traditional models of leadership, thought leadership is often situational and context specific. It can be exercised during a conversation or in the course of a meeting by anyone seeking to influence the outcome. In such circumstances, individuals often emerge to fulfil a thought leadership role on the strength of their knowledge and expertise rather than their leadership status or acknowledged role.

To be effective thought leadership must involve a conscious choice on the part of the person being influenced to relinquish or suspend their own thoughts and ideas in favour of those of others. In this respect, it is a process of interaction between two parties, those influencing and those being influenced. At the root of this engagement is an exchange between two or more individuals where personal values, beliefs and perceptions are traded for the perceived benefits of supporting or receiving direction from others. To be successful, thought leadership must involve a high degree of convincement to persuade others that the course of action or view we are expressing is good for everyone. This in turn requires high levels of trust and personal credibility.

What is thought leadership?

Influenc

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ers can be about providing a different pe

rspective or reframing an issue

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Contrary to the popular belief that we are not easily influenced, evidence would suggest the opposite is more likely to be the truth. Under the right conditions and circumstances, we can be persuaded to believe and act in ways that would differ from or contradict previous practice. For some, a sound argument with clear evidence will provide the basis for this change whereas for others a display of passion and courage will elicit a supportive response.

When seeking to become more effective in influencing and thought leading others it is useful to reflect upon our personal experiences of having been successfully influenced or led. Understanding how and why we personally are influenced to think and act in different ways can offer clues about the kinds of qualities and attributes we need to acquire, to influence others. Qualities such as trust and honesty, fairness, respect and integrity provide reassurance that the motivations for influencing and thought leading others are well intentioned and not driven by personal ambition or benefit. Congruent behaviours that are also powerful in becoming influential include demonstrating personal courage and determination, providing vision and clarity of purpose, accepting responsibility and thinking adaptively. Although what motivates an individual to be influenced will vary considerably from one person to the next, the qualities and behaviours outlined above offer a robust platform on which to develop a personal influencing style.

Being aware of the values and behaviours that help to influence others suggest the importance of personal branding as a means of communicating those qualities, attributes and behaviours for which we stand and which we need others to recognise in us. A useful way of finding out what your brand might be if you are unsure is to ask others to describe the values, attributes and behaviours that spring to mind when they think of you. Being described as honest, open-handed, insightful and considerate is likely to lead to more effective influencing where your personal integrity is a condition set by those you are trying to thought lead. In these circumstances it is important to be proactive in conveying a personal brand that helps to validate your influencing role and behaviour.

Influencing others can be about providing a different perspective or reframing an issue to encourage broader dialogue and analysis. Asking questions that help to open up the conversation by encouraging different ways of thinking and understanding can support this activity. In these circumstances, the goal of the thought leader is not to impress his or her ideas on others but to facilitate an open conversation that might yield new insight or awareness that in turn leads to a high quality decision or outcome.

Acting as a facilitator of conversations between different parties can be a way of thought leading others.

How to influence others

Influenc

ing oth

ers can be about providing a different pe

rspective or reframing an issue

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Of those models and theories that try to define the influencing process, the majority emphasise the importance of preparation and planning, such as in the following example. This model, designed by Elsa Dent and Mike Brent, focuses upon the importance of building an appreciation of the context in which one is trying to influence and combining this knowledge with personal awareness and an understanding of others.

Using emotional intelligence to understand oneself and others within the social and cultural context in which we are seeking to bring about change is critical to developing an influencing strategy that leads to success.

Influencing as a process

A model for influencing

Understanding your influencing

environment

Awarenessof others

Raising self-awareness

Review Review

Exploration of skills and approaches

Decide on your influencing

strategy

Elsa Dent and Mike Brent

Influencing is often viewed as an event or occasion but like many other activities it is a process in which managers and leaders must be prepared to be influenced as well as to influence. This requires individuals to be open-minded, agile and flexible. For Dent and Brent, ‘influencing is as much about attitudes, values and relationships as it is about tools, techniques and strategies‘. Implicit in the success of this approach is the need to review information regularly and identify additional skills or knowledge necessary to be influential.

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Often in our work we are called upon to influence in the moment and to impact upon the thought and behaviour of others in a real time situation. This might occur in the context of a casual conversation or a planned meeting where decisions are being made that involve and affect a number of different stakeholders.

Success in these circumstances is often contingent upon being able to win credibility and support for our thoughts and ideas over those of others who may themselves be presenting alternative thoughts and suggestions. The ability to galvanise our arguments in an expressive and cogent way and to be conscious of the environment so that we understand the priorities and concerns of others will be essential to achieving success.

Inevitably such conversations take place in a competitive and contested arena where what we say and think is subject to collective scrutiny and a wider consideration sometimes driven by individual and group interests different from our own. In these circumstances it is often not the cleverest idea that wins the day but the one that has managed to gain the most support and which resonates with the individual interests and aspirations of stakeholders.

Acting as a thought leader is as much about influencing in the moment as it is about engaging in a process. It requires intellectual agility, the ability to think in unconventional ways and to understand the position and situation of others.

Influencing in the moment

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Understanding the context

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Failure to influence or thought lead others can be the result of misinterpreting the context. This can happen for a variety of reasons but is often the result of making the assumption that most contexts are in one way or another similar. Inevitably the context in which we are seeking to influence should itself be influential upon our choice of strategy, our use of language, the kind of arguments we might wish to make to advance our case and the degree of cultural sensitivity we exercise in relation to the difference of others.

In addition to these considerations, contexts can vary in their level of complexity and orderliness. A useful model to help understand these aspects of the context in which we are trying to influence others is the Cynefin Framework. This has been developed by David Snowden and Mary Boone for the purpose of helping leaders to make effective and appropriate decisions. It offers a useful typology for recognising different kinds of context and more importantly for utilising different skills and knowledge to make the appropriate impact and deliver the best outcome.

To be effective, thought leaders must diagnose the context in terms of its level of complexity and order before choosing the appropriate tools to determine outcomes.

Often our ability to influence the context will depend upon being able to stand back and see the big picture. This can provide an opportunity to reframe an issue and to see it from multiple perspectives. It will also allow us to share with others wider considerations that they may not be aware of but which are pertinent to securing support. At the very least, thinking in this way helps us to avoid being distracted or consumed by what is immediately before us. Standing back to see an issue from a wider perspective can help to generate adaptive solutions that address systemic problems or difficulties in sustainable and long lasting ways. Such solutions are often reached in co-creative and consensual ways because they resonate with the aspirations of all stakeholders. Influencing in this non-directional way can be highly effective.

Focusing upon the wider system and helping individuals to understand the relationship between different aspects of the whole so that it is possible to see the connectivity between all things can help to encourage deeper listening and learning. Individuals can be encouraged to move away from habituated ways of thinking and seeing to recognising alternative ways of addressing a problem or resolving difficulties. In this respect thought leading is about understanding the nature and architecture of dialogue and the profound effect it can have upon the way individuals think and act.

A practical model for thought leading and influencing others

These ways of thinking become habitual and ritualised in our everyday conversations. They can have considerable value in helping us to appraise the issues we are facing but can also confine us from exploring other ways to address problems and challenges. Inevitably the absence of other alternative modes of thinking and communicating accentuate the negative effects of each. Within the context of group behaviour they quickly become the norm and through repeated usage eventually determine the relationship individuals have with each other.

Ryde suggests that we take three steps to make ourselves more aware and conscious of the thought processes that are taking place in our conversations and meetings with others. Step one is to analyse the conversation and become aware of the thinking models that individuals are using. This is likely - although not exclusively - to fall within the descriptions detailed above. It is also possible that individuals will move from one to another in quite a fluid and dynamic way. The second step is to anticipate the potential outcome of thinking in one of these ways. For example, if a group is engaged in sticky thinking it is unlikely that a mature and in depth

In his book, ‘Thought Leadership: Moving Hearts and Minds’, Robin Ryde offers a useful framework for understanding the technologies we use in the course of our conversations which promote and prohibit thought leadership. He refers to these as a kind of ‘repertoire of thinking engines’ that we use during communication to help deliver the outcomes we are looking for. They are:

• Deficit Thinking Ways of thinking that are negatively constructed and which focus upon the difficulties or problems associated with an idea. • Rational Thinking Ways of thinking that are driven and confined by logic, that accentuates the rational, the factual and the scientific.

• Sticky Thinking Ways of thinking that act like word association, with one idea connecting to another often in a superficial, whimsical and circuitous way.

• Common Sense Ways of thinking that apply general thinking principles or in expert knowledge to address complex issues.

• Binary Thinking Ways of thinking that accentuate the polarity or the oppositional nature of different issues.

• Equity Thinking Ways of thinking that try to define and compare everything in terms of sameness of treatment.

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solution will emerge, rather the solution is likely to be the product of who spoke last in the conversation. Thirdly, consider how participants engaged in the conversation might be feeling - such as their energy level and emotional connection to the issue. Being able to participate in a conversation whilst also standing outside of it to observe the process is an important skill that requires self-discipline and awareness of others. It is easy to become distracted by a conversation and as a result, against the best of intentions, contribute in an unproductive way.

To sustain an environment in which sound and effective decisions are made it is important to clarify and retain an understanding of the purpose of the meeting and value the time and contribution that individuals are making. Ensuring that the dialogue is honest will help to accelerate the creation of an authentic and meaningful decision. Finally, suspending the sense of hierarchy or organised structure to promote group inquiry invites openness and originality when seeking solutions.

In seeking to confine or reduce the effects of the types of thinking detailed previously Ryde suggests it is possible to create alternative thinking behaviours. Described as shadow thinking channels, each one corresponds with the six default thinking strategies as follows:

Dominant Function Shadow Function

Deficit Thinking Strength-based Thinking

Rational Thinking Feeling Thinking

Sticky Thinking Exit Thinking

Common Sense Insight ThinkingThinking

Binary Thinking Re-integrated Thinking

Equity Thinking 360 Degree Thinking

Alternative models of thinking

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Strength-based Thinking Strength-based thinking challenges the traditional model of deficit thinking by looking for the positive attributes of a proposition or idea as a platform for potential development. Instead of rejecting something out of hand because it may have a number of problems or difficulties, the principle behind this way of thinking is that notwithstanding the difficulties, the merits are fully explored as a way of building or seeding a potential solution. This helps us at the very least to identify what works well under certain circumstances and helps support the view that if we understand the root causes of success we are more able to multiply it.

Feeling ThinkingFeeling thinking challenges the assumption that rationality is the only true criteria for making decisions. It rests upon the knowledge that many of the critical and successful decisions we make in our lives are driven by feelings. Focusing upon the likely impact of a decision in terms of how others might feel is a salutary reminder that not all things can be measured or assessed in scientific terms.

Exit Thinking Exit thinking is designed to break the sequence of sticky thinking or word association by getting groups and individuals to focus upon the exit point for any thinking discussion. This involves being clear about the purpose of the event, getting groups to focus upon what they intend to achieve and promoting collective responsibility for delivery.

Insight Thinking Insight thinking acknowledges the importance of informing a discussion with expertise and practical experience. Individuals can sometimes bring to a discussion their common sense experience which is not specific to the issue but indirectly related. However as a general perspective, a common sense approach usually lacks specificity and distracts us from the importance of understanding a problem or issue in context. Helping to take forward the conversation and add depth to any group analysis will require the input of those with specialist knowledge and experience.

Re-integrated Thinking Re-integrated thinking challenges the belief that everything is defined or understood in terms of its difference and opposition to something else. Within conversations it can represent ambiguous space when nothing is defined and made concrete and everything is possible. For instance, sometimes under pressure we distinguish between making a decision quickly or having to consult and engage in a much slower process. This either/or scenario distracts us from thinking about how we might be able to achieve both objectives by identifying more creative solutions. Re-integrated thinking allows us to explore how inconsistencies might be reconciled and potentially integrated.

360 Degree Thinking360 degree thinking encourages us to adopt multiple perspectives and see a situation simultaneously from a number of different angles. We can be seduced into understanding an issue using a simple model of equity or fairness but the reality is that situations are rarely so simple. Framing issues in the context of a binary analysis can obscure the context and complexity of any given situation. It can also drive us towards premature judgement rather than considered analysis.

Conclusion Using the broadest variety of thinking engines to inform our communication with others will help to improve our effectiveness as thought leaders. This, combined with a personal brand that is credible, an awareness of oneself and others and an appreciation of the context in which one is seeking to thought lead will maximise the potential for influencing beyond the realm of personal control.

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Six steps to becoming a thought leader

Strength-based thinking

1 Be confident and sure about what it is you wish to thought lead and how you influence others

2 Use your personal knowledge of what and who influences you to guide your understanding of what others might require of you as a thought leader

3 Build a personal brand that reflects the qualities and attributes of someone in whom others can trust and have confidence

4 Where possible, develop an influencing strategy that is built on an awareness of self and others and an understanding of the context in which you want to thought lead

5 Develop an adaptive approach to solving problems and facilitating the expansion of other peoples knowledge

6 Use a diverse range of thinking models to challenge and engage others

Reference and Research

1 Dent, F & Brent, M (2006) ‘Influencing: Skills and Techniques for Business Success’, Palgrave Macmillan2 Snowden, D & Boone, M (2007) ‘A Leader’s Framework for Decision Making’, Harvard Business Review 3 Heifetz, R & Linsky, M (2002), ‘Leadership on the Line’ Harvard Business School Publishing4 Senge, P, Scharmer, O, Jaworski, J & Flowers E (2005) ‘Presence – Exploring Profound Change in People, Organisations and Society’, Nicholas Brearley Publishing 5 Ryde, R (2007) ’Thought Leadership: Moving Hearts and Minds’, Palgrave Macmillan

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Use your personal knowledge of what and who influences you to guide your un

derstanding of what others might require

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The seeds of ideas become the basis on which we grow our knowledge and understanding, in turn, enabling us to develop the organisations in which we work.

Engaged Leadership was written by Dr Neil Wooding, Director, Public Service Management Wales and is one of the series of Sowing Seeds topic papers published by Public Service Management Wales.

...To live so that whichcomes to me as seedgoes to the next as blossom

That which comesto me as blossomgoes on as fruit.Dawna Markova

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