Power & Influence

1. Power & Influence How to survive and thrive in the role of Dean in a multifaceted, stakeholder world. 2004 Annual Meeting

2. Background – why am I talking about power and influence? • My interest started in 1978 at Alfred State College in executive education. • In 1980 went to work at AVX and started my doctoral research on organizational behavior and observing a wide spectrum of effective and ineffective managers and leaders. • Became certified in a number of management and organizational intervention programs. • While at Cornell University really began researching and observing behavior in companies around the world. • Since becoming dean at Rollins I have had a great number of opportunities to put this into practice.

3. Agenda • Understand motives • Power triangle • Types of power – power bases • Approaches to influencing • Three keys to effective influencing • Q & A • Readings

4. McClelland’s 3 Social Motives • Based upon years of research on the relationship between motives and performance in organizations. • Motives are sub-conscious drivers of behavior, many times we are unaware that they have caused a particular reaction. • Established early in life and difficult to change as we advance in our careers. • There are no good or bad motives.

5. Defining Motive An underlying need or thought pattern which drives, directs, and selects behavior.

6. The Need for Achievement Primary Test: Meeting or exceeding a standard of excellence and/or improving performance. • When aroused, a person is concerned with: • Outperforming others when they represent excellence • Detail oriented, focused, efficient • Meeting or surpassing a self-imposed standard • Accomplishing something new, unique, or innovative • Long-term planning/advancement

7. The Need for Affiliation Primary Test: Maintaining or avoiding disruption of relationships in the workplace. • When aroused, a person is concerned with: • Establishing, restoring, or maintaining close relationships, being liked, accepted • Separation from another or disruption of a positive relationship and wanting to restore the close relationship • The impact actions and policies have on employees • Group activities are primarily social

8. The Need for Power Primary Test: Having influence -- making an impact. • When aroused, a person is concerned with: • Performing powerful actions, including • Exercising forceful behaviors that affect others • Giving unsolicited help, advice, or support • Trying to control other people through regulating their behavior or conditions of their lives • Trying to impress people and the world at large • Arousing strong positive or negative emotions • Concern about reputation, position, or strength

9. Two Types of Power • S Power – the perception is that power is being used for the good of the organization, to further group and organizational goals, this is usually seen as positive (sPow relates to Socialized Power) • P Power -- the perception is that power is being used for personal advancement, self-aggrandizement, this usually invokes a negative reaction (pPow relates to Personalized Power)

10. Power Triangle (Jeffrey Pfeffer) • Key aspects of influencing: • Communication Skills • Recognition Skills • Influence Strategies

11. Power Bases • Referent -- respect, history • Expert -- knowledge, skills • Political -- connected • Reward -- valued activity • Coercive -- negative impact • Legitimate -- job/project responsibilities

12. Power Bases (Continued) • Opportunity -- right place, right time • Competencies -- values, attributes, personality • Organizational Focus -- working in a highly valued area • Information -- knowing what is going on in the organization/industry

13. Power Base Analysis • What are your motive and power bases? • What are the motives and power bases of the faculty, administrators, departments you need to influence? • What strategies do you need to consider to achieve your goals? • What are the motives and power bases of your key donors?

14. Approaches to influencing(Adapted from materials from the HayGroup) • Empowerment --“You are important and can do it!” • Interpersonal Awareness -- "Knowing from where they come.“ • Bargaining --"Work with me and I’ll be there for you.“ • Relationship Building --"Building key relationships.” • Coalition Building --‘’Getting your ducks in order.” • Organizational Awareness --"Knowing how things work.“ • Common Vision --“Creating a picture in their mind.“ • Impact Management --“Getting their attention!“ • Logical Persuasion --"Just the facts, only the facts.“ • Coercion --"Get it done, or else!"

15. Three Keys to Influencing • Establish Credibility • Value to organization, power bases • Your intentions, disposition, demeanor • Logical Persuasion • Ensure your facts are correct & supported • Must be relevant to your audience • Emotional Appeal • People react to their emotions • Supplement facts with loves, joys, fears, etc.

16. Things to Remember • Establish your credibility • Use a positive, tactful tone • Ensure the clarity of your presentation • Build a strong, logical case • Tailor your approach to the audience • Appeal to their interest • Use emotional appeals as necessary

17. Thanks for taking time to learn about Power and Influence. If you have any questions, comments or suggestions give me a call at: 407 646-2249 e-mail -- cmcallaster@rollins.edu

18. Readings • Getting things done when you are not in charge. G. M. Bellman, Simon & Schuster, 1993. • How to Win friends & Influence People. Dale Carnegie, Pocket Books, 1983. • Influence: The Psychology of Persuasion. Robert Cialdini, Quill, 1993. • Managing with Power: Politics and influence in organizations. J. Pfeffer, HBS Press, 1992. • Power and Influence: Mastering the Art of Persuasion. R. Dilenschneider, Prentice Hall, 1990. • Power and Influence: Beyond formal authority. John Kotter, Free Press, 1985. • Power in Organizations. Jeffrey Pfeffer, Pitman Publishing, 1981. • Power in Management. John Kotter, AMACOM, 1979. • Power: The Inner Experience. David McClelland, Irvington Publishers, 1975. • The Power to Persuade: How to be effective in any unruly organization. Richard Haass, Houghton Mifflin, 1994. • Power Networking: 55 Secrets for Personal & Professional Success. Fisher & Vilas, Mountain Harbour, 1994.