Define influence and your role as a leader Describe a model to influence at all levels

2. TODAY’S OBJECTIVES • 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

3. AGENDA 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

4. TABLE ACTIVITY Table Activity Take 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

5. DEFINING INFLUENCE Defining Influence Definition The process of getting things done through others for mutual benefit. What Influencing is Not • Position Power • Manipulation • Serving Ones Own Selfish Needs Only

6. PRINCIPLES OF INFLUENCE • Reciprocity • Exchange • Ability • Purpose

7. RECIPROCITY • 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.

8. EXCHANGE Exchange • Influence is an exchange of currency. • Once we identify the proper currency of trade, we can properly influence for mutual benefit.

9. ABILITY 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.

10. PURPOSE 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.

11. BARRIERS TO INFLUENCE 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

12. DiSC AND INFLUENCE DiSC and Influence Dominance influencing Conscientiousness Steadiness

13. TABLE ACTIVITY Table Activity At 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?

14. TABLE ACTIVITY Table Activity

15. DOMINANCE 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

16. INFLUENCE 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

17. S-STEADINESS 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

18. C-CONSCIENTIOUSNESS C-Conscientiousness Emphasizes: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

19. BREAK Break Return in 15 minutes

20. ASSESSING STAKEHOLDER RELATIONSHIPS Assessing Stakeholder Relationships Level of Agreement Level of Trust Source: Peter Block – The Empowered Manager: Positive Political Skills at Work

21. ALIGNMENT: INFLUENCE MODEL Alignment: Influence Model Source: Influence without Authority; Cohen and Bradford

22. CURRENCIES VALUED IN ORGANIZATIONS Currencies Valued in Organizations • Inspiration Currencies • Task Currencies • Position Currencies • Relationship Currencies • Personal Currencies • Negative Currencies

23. INDIVIDUAL ACTIVITY Individual Activity • Use your worksheet to Identify 3 Key Relationships – Stakeholders – important for you to influence at work. • Place the person’s (or organization’s) name in one of the four quadrants, based on current level of trust and agreement. • 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. • Be prepared to discuss your strategy with a peer.

24. PAIR DISCUSSION Pair Discussion • Take five minutes each to discuss one of three key stakeholders you just identified. • Describe the individual and why he/she is a stakeholder. • Explain which quadrant you placed the stakeholder, and why. • Explain your assumptions of his/her DiSC. • Describe a few ideas you have for influence with this stakeholder.

25. SKILL PRACTICE 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.

26. WHAT WE WANT IN THE SKILL PRACTICE What We Want in the Skill Practice

27. KEY TAKEAWAYS 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