Influencing to succeed

1. Influencing to succeed Shital Kadakia ~ Cecile taylor Student leadership conference – Sept. 17, 2011

2. AGENDA • Introduction • Influence and Leadership • Overview of Influence Tactics • Role Play • Q&A

3. why leaders need influence • To handle difficult people and difficult situations • To know the right thing to say to get what you want • To read and connect with people • To lead with integrity • To make a good impression "Leadership is influence." - John C. Maxwell

4. Inspirational • Vision: Being involved in a task that has larger significance for the team, organization, clients, or society. • Moral/Ethical righteousness: Doing what is “right” by a higher standard than efficiency. • Excellence: Having a chance to do important things. • Appeals to values, ideals, aspirations • When to use: Only if you are sincere and are seen as trustworthy to the person your are trying to influence.

5. Personal/Relationship • Acceptance and Inclusion: closeness and friendship. • Empathy and Sympathy: concerns and issues are taken into consideration. • Personal and Emotional Support: thoughtful gestures such as kind words, thank you cards, displays of appreciation. • When to use: Only when you’ve built a trusting relationship – normally with co-workers or subordinates. Motives can be questioned if used inappropriately.

6. Rational • Logical Arguments: The ability to convince some one based on logical and solid reasoning. • Personal Knowledge: Based upon influencers knowledge on what they are trying to convey. • Communication Skills: Important that influencer communicate clearly to make sure the person understands their logic. • When to use: Used mostly on superiors. When it is necessary to demonstrate your knowledge and competency on a subject to sell an idea. Requires time, thought and good communication.

7. Exchange/Bargaining • Compromise approach • Exchange of favors offered • Indicates willingness to reciprocate • Promises a share of the benefits • When to use: More often with people you don’t have a relationship with or when dealing with tough situations where there is no immediate win-win • Moderate effectiveness

8. Legitimating • Seeks to establish the legitimacy of the request by claiming authority or right • Appealing to “rules” not personal feelings • When to use: generally in situations of authority when there are laws or rules being violated or compromised • Low effectiveness

9. Pressure/Assertiveness • Uses demands, threats, and persistent reminders • Gives impression in charge and expect compliance • Use temper • When to use: generally used in situations where one person has authority over another • Low effectiveness

10. consultation • Seek other’s participation in making a decision or planning • Utilize input from others • When to use: planning events, seeking advice • High effectiveness

11. Process to determine influence tactic • Assume the other person or group are potential allies • Clarify your goals and priorities • Diagnose the ally’s world…these are likely to influence goals, concerns, and needs • Identify what is valued (for your ally and you) • Determine what resources you have relative to the ally’s wants • Determine the nature of your relationship and how that ally wants to be related to • Determine your influence tactic • Always aim for win-win

12. ROLE PLAY

13. Thank you Shital Kadakia smkadakia@usfca.edu Cecile Taylor cecilejrb@hotmail.com

14. References • http://www.selfleadership.com/services/business_communication/power_of_influence/ • CEB Study - http://www.executiveboard.com/