• Define influence and your role as a leader

• Describe a model to influence at all levels

• Assess internal relationships to influence

• Apply increased influence back at work

TODAY’S OBJECTIVES

Assumptions, Barriers, and Definitions 40 min

Behavioral Styles and Influence 60 min

Break 15 min

Assessing Stakeholders Relationships 30 min

Influence Without Authority 15 min

Skill Practice 60 min

Summary and Closure 10 min

AGENDA

Table ActivityTake 3 minutes per question below. Choose one spokesperson to

summarize key points in within 1 minute. No visuals or flipcharts needed.

What does it mean? How we define it, our assumptions, and +/- connotations

Why is it important? In our own world, where we might need to effectively influence

What are some barriers? In organizational life, the things that seem to hinder our ability to influence

TABLE ACTIVITY

Defining InfluenceDefinition

The process of getting things done through others for

mutual benefit.

What Influencing is Not

Position Power

Manipulation

Serving Ones Own Selfish Needs Only

DEFINING INFLUENCE

• Reciprocity

• Exchange

• Ability

• Purpose

PRINCIPLES OF INFLUENCE

• We often do unto others as they do unto us.

• When we provide something to the other, both parties reasonably expect some form of return.

RECIPROCITY

Exchange• Influence is an exchange of currency.

• Once we identify the proper currency of trade, we can properly influence for mutual benefit.

EXCHANGE

Ability

• Most people underestimate their ability to influence.

• Some of the most influential people are at the lower levels of the organization.

• You can increase your ability to influence at any level in the organization.

ABILITY

Purpose

• You must be clear about your own goals when seeking to influence.

• You must also assess the world of the one you seek to influence.

• The art of influence is knowing how your goals and their needs align.

PURPOSE

Barriers to Influence The power differential is too great Different priorities; you can’t find common ground Incompatible measures and rewards Adversarial relationships Lack of confidence or skill Assigning negative attributes Inability to focus on what you need, how they benefit

BARRIERS TO INFLUENCE

DiSC and Influence

Dominance influencing

SteadinessConscientiousness

DiSC AND INFLUENCE

Table ActivityAt your table, review key points of your assigned DiSC STYLE and

consider how you might use this information to influence one with this style. Summarize your key points on a flipchart, and choose someone new to present. You’ll have 8 minutes for discussion, and 2 minutes to present.

Your summary should include:

A sentence or two to describe your assigned letter, DiS or C.

3-4 Key Characteristics of this Style

What is most important, if you are seeking to influence one with this Style?

TABLE ACTIVITY

Table ActivityTABLE ACTIVITY

Characteristic D I S C

Basic Aim Get It Done Have Fun Harmonize Do It Right

Pace Fast Fast Slow Slow

Priority Task Relationship Relationship Task

Irritated By Indecision Inefficiency

Complexity Routine

Insensitivity Impatience

Unpredictable Disorganization

Interested In Results Audience Friends Process

Gains Security By Control Flexibility Close Relationships Preparation

Under Pressure Bossy Blunt

Emotional Sarcastic

Stubborn Procrastination

Critical Strict

Decisions Are Decisive Impulsive Considered Deliberate

Overall View Big Picture Big Picture Detail-oriented Detail-oriented

Personal Perspective My Way Fun Way Smooth Way Right Way

Dominance

Emphasizes: shaping the environment by overcoming opposition and challenges

Tendencies: getting immediate results, taking action, accepting challenges, making quick decisions

Motivated by: challenge, power and authority, direct answers, opportunities for individual accomplishments, freedom from direct control, new and varied activities

Fear: loss of control in their environment; being taken advantage of

You will notice: self-confidence, decisiveness, and risk-taking

Limitations: lack of concern for others, impatience, moving forward without considering outcomes

DOMINANCE

influence

Emphasizes: shaping the environment by persuading and influencing others

Tendencies: involved with people, making a favorable impression, enthusiasm, entertaining, group participation

Motivated by: social recognition, group activities, relationships, freedom of expression, freedom of control and detail

Fear: social rejection, disapproval, loss of influence

You will notice: enthusiasm, charm, sociability, persuasiveness, expression of emotion

Limitations: impulsiveness, disorganization, and lack of follow through

INFLUENCE

S-Steadiness

Emphasizes: achieving stability, accomplishing tasks by cooperating with others

Tendencies: calm, patient, loyal, good listeners

Motivated by: infrequent change, stability, sincere appreciation, cooperation, using traditional methods

Fear: loss of stability, the unknown, change, unpredictability

You will notice: patience, a team player, stability, methodical approach,calm, easy-going nature, concern for the group

Limitations: overly willing to give, putting their needs last, resistance to positive change

S-STEADINESS

C-ConscientiousnessEmphasizes: working within circumstances to ensure quality and accuracy

Tendencies: attention to standards and details, analytical thinking, accuracy, diplomacy, and indirect approaches to conflict

Motivated by: clearly defined performance expectations, atmosphere is reserved and business-like, and articulated standards

Fear: criticism of their work, slipshod methods, situations emotionally out of control

You will notice: behavior that is cautious, precise, diplomatic, restrained, perfectionistic,and factual

Limitations: overly critical of self and others, indecision because of desire to collect and analyze data, creativity hampered by a need to follow rules

C-CONSCIENTIOUSNESS

Break

Return in 15 minutes

BREAK

Assessing Stakeholder RelationshipsBedfellows Allies

Adversaries

Opponents

Level of Trust

Leve

l of A

gree

men

t

Source: Peter Block – The Empowered Manager: Positive Political Skills at Work

ASSESSING STAKEHOLDER RELATIONSHIPS

Alignment: Influence Model

Source: Influence without Authority; Cohen and Bradford

ALIGNMENT: INFLUENCE MODEL

Currencies Valued in Organizations Inspiration Currencies

Task Currencies

Position Currencies

Relationship Currencies

Personal Currencies

Negative Currencies

CURRENCIES VALUED IN ORGANIZATIONS

Individual Activity1. Use your worksheet to Identify 3 Key Relationships – Stakeholders – important for you to influence at work.

2. Place the person’s (or organization’s) name in one of the four quadrants, based on current level of trust and agreement.

3. Using the concepts from Influence Without Authority, write down your ideas on influencing this particular stakeholder, and based on what you know, consider how the individual’s DiSC style might influence your strategy.

4. Be prepared to discuss your strategy with a peer.

INDIVIDUAL ACTIVITY

Pair DiscussionTake five minutes each to discuss one of three key stakeholders you just identified.

1. Describe the individual and why he/she is a stakeholder.

2. Explain which quadrant you placed the stakeholder, and why.

3. Explain your assumptions of his/her DiSC.

4. Describe a few ideas you have for influence with this stakeholder.

PAIR DISCUSSION

Skill Practice Groups of 3; Decide who is Persons A, B, C You will have 3 rounds of 20 minutes. In each round you will be

Influencer, Influncee, or Observer Round 1

A = Influencer B = Influencee C = Observer – timekeeper, observes

Round 1 5 minutes – Influencer describes situation, Influencee listens,

prepares to “be’ the situation. Observer observes 10 minutes – real interaction. Influencer engages in dialogue 5 minutes – feedback session, debrief led by observer.

SKILL PRACTICE

What We Want in the Skill PracticeInfluencer Influencee ObserverBe clear about the intent of your goals for the exchange

Assess the ally’s world

Listen

Paraphrase

Eye Contact

Summarize Agreements

Try to reach some agreement (mini or big)

Try to assume the role

Don’t be overly difficult, dramatic

Respond with some “reasonable” agreements

Raise a concern, question, or disagreement, be realistic

Ask a question

If asked to agree, do so if they’ve influenced you!

Keep time

See expectations of the Influencer (column 1)

Observe the skill practice

Give Feedback – 1 thing •You did well•You could improve

Allow Influencer and Influencee provide their input

WHAT WE WANT IN THE SKILL PRACTICE

Key Takeaways• Influence is getting things done through others for mutual benefit

• Principles of Influence are REAP; Reciprocity, Exchange, Ability, and Purpose

• Seeing stakeholders as potential allies and assessing their world is critical

• Know the currency for trade, because influence is about exchange

• Influence happens at all levels; most underestimate own ability to influence

KEY TAKEAWAYS