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The Power of Influence: The Model of the Trusted Advisor by: Irving H Buchen

The Power of Influence: The Model of the Trusted Advisor by: Irving H Buchen. Introduction. “Don’t ask for power. Seek influence. It lasts longer.” E.M Forster: Howard’s End 3 kinds of power The power to reward The power to coerce The power to order Power is cause, influence is effect.

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The Power of Influence: The Model of the Trusted Advisor by: Irving H Buchen

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  1. The Power of Influence:The Model of the Trusted Advisorby: Irving H Buchen

  2. Introduction • “Don’t ask for power. Seek influence. It lasts longer.” E.M Forster: Howard’s End • 3 kinds of power • The power to reward • The power to coerce • The power to order • Power is cause, influence is effect

  3. Introduction (cont.) • 5 ways and techniques in which the trusted advisor employs his influence • Questioning • Repositioning • Persuading • Commiserating • Developing

  4. Questioning • A trusted advisor is the perfect example of a three year old that is constantly asking “why.” • Instead of challenging the process, the trusted advisor prefers instead to question it. • Questions are informative, they are often penetrating, and should always be non-threatening. They are a form of inquiry not accusation.

  5. Questioning (cont.) • Kendall Murphy, originally a supervisor with Pacific Bell, had a profound effect on a major division simply by attending meetings and asking questions. • By asking questions the division became highly productive and innovative and was completely turned around. • This philosophy can be extended and applied to the organization and middle managers.

  6. Repositioning • Here the focus is on exploring the extent to which we are affected, programmed and driven by our point of view and defined by where we stand • Role of trusted advisor is to influence repositioning • Develop inventory of the CEO’s predisposition

  7. Repositioning (cont.) • Forces exchanges of subject and object, distance and proximity, perceptions and beliefs • Value of influence is to structure a double gain • Arrive at a new position but which is convergent • Perserves both commonality and difference • Influence always offers two bounties • More is there at the end • The future becomes more available

  8. Coaches vs Advisors • An executive coach is preoccupied with externals. They stress symbolic emblems and occasions because they want to make the CEO look good. • A trusted advisor emphasizes internals. • Their basic intellect, the value of past experience and knowledge make up a foundation of principles that addresses the welfare and capabilities of employees.

  9. Commiserating • Trusted advisor has to elicit a series of personal recollections • Executives need to be reminded of pain and frustration • Trusted advisors are constantly running a permanent seminar on leadership

  10. Developing • A recurrent goal that Robert K. Greenleaf has for executives is to “Develop everyone you touch.” • Good executives take the time to develop their senior staff. • Some executives spend as much as fifty per cent of their time developing their staff and thus sharpening the saw.

  11. Conclusion • The trusted advisor finds satisfaction in the fact that his efforts and gifts remain alive and vibrant in the companies that he helps to revive. • Questions? • Website: http://www.refresher.com/!influence.html

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