INFLUENCING WITHOUT AUTHORITY

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INFLUENCING WITHOUT AUTHORITY

• NTL Institute
• De Ruwenberg, The Netherlands
• May 15 17, 2006

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Course Learning Objectives

• By The end of this program, you will
• Better understand the dynamics of the influence
  process
• Be able to use a core influence model
• Develop skills for use in a variety of situations
• Increase your awareness of your current influence
  behavior
• Identify areas for your ongoing development

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INFLUENCE

• The ability to persuade other people to accept a
  point of view, adopt a specific agenda, or take a
  course of action.
• Influence is not coercion or manipulation.
• Influence is understanding the others needs and
  points of view and working jointly to a WIN-WIN
  outcome -- to what is best for the organization
  and its customers.

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Guidelines for Optimal Learning

• Be present
• Manage your energy level
• Be on time
• Pay attention to your underlying patterns
• Speak for yourself
• Listen to and respect all opinions
• Promise confidentiality
• Take responsibility for own learning
• Sit beside different people each day
• Work with different partners in each activity
• Stretch out of your zone of comfort
• Turn off wireless devices
• Keep a journal of learning

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Subgroup Task - Success Factors

• Review your subgroups responses to questions 1-4
  and agree to your top five key influence success
  factors
• Write your groups conclusions on flip chart
  sheet and be prepared to report to the large group

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Social Styles The Driver

• Get the job done
• Task results oriented
• Emphasize urgency
• Generate efficiency
• Questions WHAT? WHEN?

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Social Styles -- Analytical

• Do the job correctly
• Details facts oriented
• Emphasize logic
• Generate understanding
• Questions HOW? WHERE?

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Social Styles -- Supportive

• Work cooperatively
• Build harmony
• Focus on people
• Generate teamwork
• Question WHO?

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Social Styles -- Expressive

• Work enthusiastically
• Build big picture
• Focus on intuition
• Generate commitment
• Question WHY?

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Social Styles Task

• Develop a report that summarizes how operating
  in this way would help an influence attempt to be
  successful, and how it would hinder the success
  of an influence attempt.

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Social Styles Task

• Develop a report that summarizes ideas for
  becoming more proficient and comfortable with
  this style of operating.

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Social Styles Task

• Return to your original corner/group and
  prepare two reports on flip chart paper
• How to recognize us as clients
• How best to influence us

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Guide Map Influence Process One

• I. Moving Together
• Contacting
• Agreements

• IV. Moving Apart
• Finishing
• Following Up

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I. Moving Together

• Contacting Process, Content, Emotions
• Contracting Time, Expectations, Agenda (TEA)

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IV. Moving Apart

• Finishing Summarizing agreements, Reflecting on
  process
• Following Up Checking back, Progress reports

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Guide Map Influence Process Two

• II. Moving Out
• Diverging
• Diagnosing

• III. Moving In
• Executing
• Evaluating

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II. Moving Out (Exploring)

• Diverging Exploring alternatives, seeking
  options
• Diagnosing Analyzing and reaching conclusions

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III. Moving In (Converging)

• Executing Deciding on action
• Evaluating Monitoring and assessing

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Guide Map Influence Model
II. Moving Out
I. Moving Together
IV. Moving Apart
III. Moving In
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Subgroup Task

• Use the model to identify your present strong
  and weak areas in how you approach influencing
  with others

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First Practice

• Form trios with people you have not yet worked
  with.
• Two Minutes Person A brief your partners on a
  real Influencing situation you would like help on
  (See p. 50 for some examples)
• Ten Minutes Person B influence Person A on
  her/his approach to the situation (Person C
  observe and make notes)
• Five Minutes Person C lead an exploration of
  what worked and what could be improved
• Repeat this cycle with each person in each role.
• After three cycles, give each other feedback on
  what you perceive as each persons influencing
  strengths and what you think each could improve
  on.

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Day One Reflection

• Notes for Day 1
• What worked best for me
• What I would change in the future
• Most important learning to remember about todays
  experience

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Influencing Without Authority
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The Three Streams of the Influence Process

• CONTENT WHAT you want to accomplish
• PROCESS HOW you are actually approaching the
  influence
• EMOTIONS FEELINGS are often generated by
  influence attempts
• Beware the EPIBWOT !!!

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Transition Adjustment
VISION
Should Line
Integration
Minimizing
Understanding
Losing Focus
The Pit
Testing
Letting Go
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Contracts

• Form trios and explore which contracting items
  each person needs to pay more attention to

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Force Field analysis

• In teams of four, create a real force field
  analysis of an actual situation and prepare a
  group presentation

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STEPS IN LEARNING A NEW HABIT

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Red Blue Rose Daisy Chair
Couch Hammer Apple
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Green Rose Daisy Chair
Couch Hammer Apple
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IV. Moving Apart

• Factors promoting successful change
• Trios identify one or more successful
  influence cases and describe why each was
  successful in that agreements were kept and
  actions were taken. Develop a list of key
  Finishing and Following Up success factors to
  present to the group

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Research findings Individual change

• Understanding and acceptance of the need for
  change
• Belief that the change is both desirable and
  possible
• Sufficient passionate commitment
• Specific deliverable / goal and a few first steps
• Structures or mechanisms that require repetitions
  of the new pattern
• Feeling Supported and Safe
• Versatility of mental models
• Patience and perseverance

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Research findings Organizational change

• Clear accountability visible, vocal, consistent,
  persistent sponsors and stakeholders
• Explicit boundary management the role of
  other people
• Critical mass in alignment
• Rewarding the new behavior withdrawal of
  rewards for the old behavior

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Preparation for Practice Session

• PRE-INFLUENCE PREPARATION
• Belief change is Possible and Desirable
• Dissatisfaction with present state
• Understanding Acceptance of Goal
• Awareness of first action steps
• Role of Other People

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Preparation for Practice

• DURING THE INFLUENCE INTERACTION
• Build Rapport using Social Styles Focus
• Establish Contract (TEA)
• Exploration of Alternatives
• Summarize Agreements
• Specific Follow Up Plans

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Second Practice

• Form trios with people you have not yet worked
  with.
• Three Minutes Person A brief your partners on a
  real consulting situation you would like help on
  (See p. 50 for some examples)
• Ten Minutes Person B influence Person A on
  her/his approach to the situation (Person C
  observe and make notes)
• Two Minutes Person C lead an exploration of
  what worked and what could be improved Half
  time review
• Ten Minutes Person B continue influencing Person
  A on her/his approach to the situation (Person C
  observe and make notes)
• Ten Minutes Person C lead an exploration of
  what worked and what could be improved
• Repeat this cycle with each person in each role.
• After three cycles, give each other feedback on
  what you perceive as each persons influencing
  strengths and what you think each could improve
  on.

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Building Critical mass for Change
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Day Two Reflection

• Notes for Day 2
• What worked best for me
• What I would change in the future
• Most important learning to remember about todays
  experience

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Styles of thinking
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Subgroup Activity

• Trios use the Thinking Styles to analyze
  current influence situations each of you are
  involved with. In each of your cases, assess the
  percentages of time presently spent in each of
  the cells by yourself and by the other relative
  to the focus of the influence estimate the
  percentages of time that should be spent in
  each cell and identify ways to move towards the
  ideal allocations. Be prepared to report back to
  the total group.

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Managing Polarities (Barry Johnson)
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High Performance Qualities

• Form trios and determine who will share their
  high performance stories first.
• 10 minutes First person give sufficient detail
  in all three stories. Partners listen and ask
  clarifying and deepening questions.
• 5 Minutes Partners feedback the qualities or
  themes they have identified as being present in
  all three stories. The storyteller should add
  her / his own ideas about the common qualities,
  and write down all that s/he agrees to in the
  space below.
• Repeat for each person.

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Third Practice

• 10 minutes Individually prepare a moderately
  challenging real situation (See p. 50 for some
  examples). Review all of the foregoing models
  and your personal learning goals in your
  preparation. (What to observe and what behaviors
  to try out.)
• 3 minutes A brief B on the situation and the
  person B is to role Play
• 10 minutes Role Play A practices influencing
  B, C observes
• 5 minutes C facilitates (influences) review
  of Bs work with A
• Total group check in at the end of Round One
• Rotate and repeat two more rounds
• 5 Minutes Trios share ideas for each member
  what worked well and what would improve each
  persons influence technique (do more / start
  do less / stop)

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Propositions about Successful Influence Without
Authority

• Subgroups of four develop lists of the top 10
  key success factors for effective influencing.
  Be prepared to share with the total group.

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Individual Follow Up Commitment

• What am I doing well that helps my influence
  effectiveness?
• What do I need to do less or stop doing to be a
  more effective influencer?
• What do I need to do more or start doing to be a
  more effective influencer?
• The first new skill or approach I am committed to
  developing is ______