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Influencing Skills

Influencing Skills. With Nigel Moody. Session Map. What is Influence Influence & You What really lies behind it How to be Influential, no really! Adjacent Essential Personal Skills Selling with Influence Personal Action Planning. Session Map. What is Influence Influence & You

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Influencing Skills

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  1. Influencing Skills With Nigel Moody

  2. Session Map • What is Influence • Influence & You • What really lies behind it • How to be Influential, no really! • Adjacent Essential Personal Skills • Selling with Influence • Personal Action Planning

  3. Session Map • What is Influence • Influence & You • What really lies behind it • How to be Influential, no really! • Adjacent Essential Personal Skills • Selling with Influence • Personal Action Planning

  4. What words spring to mind when you read or hear the wordInfluencing

  5. Authority Control Credit Direction Domination Effect Guidance Magnetism Mastery Power Pressure Prestige RuleSway Weight CloutLeverage Importance Charisma Pull

  6. A Defining Moment . . .

  7. Influence . . • An effect of one person or thing on another • The power of a person or thing to have that effect • Power or sway resulting from ability, wealth, position etc. • A person or thing having influence Collins Dictionary and Thesaurus

  8. Session Map • What is Influence  • Influence & You • What really lies behind it • How to be Influential, no really! • Adjacent Essential Personal Skills • Selling with Influence • Personal Action Planning

  9. When is it Easy?  When is it difficult?

  10. What Influences you? Is it things you see, hear, feel, know, expect, etc. . .

  11. Session Map • What is Influence  • Influence & You  • What really lies behind it • How to be Influential, no really! • Adjacent Essential Personal Skills • Selling with Influence • Personal Action Planning

  12. Aristotle & Influential Wisdom A good influencer speaks logically, fluently and confidently motivating and inspiring others by appealing to their ‘hidden interests’.

  13. Other People . . . • Management is often described as getting things done through the coordinated efforts of other people • Work and business relies entirely upon other people, i.e. clients, competitors, colleagues So, it’s all because of other people!

  14. Influence is all about POWER

  15. The Balance of Power • Your capacity to Influence comes from being able to exert power • We all feel more or less powerful dependant upon circumstances • Managing the balance of power is important • Recognising your power and it’s weight in differing circumstances is key.

  16. Sources of Power • Reward • Coercive • Legitimate • Personal • Expert • Information • Connection.

  17. Session Map • What is Influence  • Influence & You  • What really lies behind it  • How to be Influential, no really! • Adjacent Essential Personal Skills • Selling with Influence • Personal Action Planning

  18. Don’t Worry It comes preloaded!

  19. Winning Hearts & Minds Respect peoples’ interests, aspirations and concerns . . and adapt and demonstrate how your ideas meet their real needs . . to persuade them as to the merits of your proposal.

  20. Or put another way . . .

  21. The Four Golden Rules • Ask Questions • Explain the Benefits • Meet the Objections • Secure the Deal for Action.

  22. Don’t Confuse . . . Push Pull Motivating a person, so that they want to do it Decreasing forces against change Creates trust Sets up a WIN: WIN situation Gains long-term commitment Listens and shows respect. • Forcing the other person to do something • Moving rather than motivating them • Creates a WIN: LOSE situation • Quicker result or no result • You cannot use a PUSH style then a PULL style • Does not necessarily show respect.

  23. Session Map • What is Influence  • Influence & You  • What really lies behind it  • How to be Influential, no really!  • Adjacent Essential Personal Skills • Selling with Influence • Personal Action Planning

  24. What might they be?

  25. Essential Adjacent Skills • Planning • Questioning • Listening • Presenting • Assertiveness • Negotiating.

  26. Planning Putting yourself in the best possible position for doing the best possible job! • Clarity of purpose • Who, When & Where? • Background research • What do they already know? • What do you need to know? • What do they need to know • Action plan & approach

  27. Questioning & Listening To gain understanding and to build rapport • Ask questions that deserve answers, and always listen to them. • Use your proactive and reactive questions to keep control of the conversation. • Demonstrate you understand their point of view, concerns and hopes • Build Rapport and be on their side.

  28. Working with your neighbour . . . Find out what they did last weekend, from leaving work on Friday night until bed time Sunday evening. You have 2 minutes!

  29. Presenting • Plan thoroughly • Be clear, concise and accurate • Less is more • Tell them what you’re going to tell them, tell them and then tell them what you’ve told them • Use appropriate language i.e. not jargon • Make visuals strong and justifiable • Rehearse Rehearse Rehearse

  30. Assertiveness It’s about rights and permissions

  31. The Three Behaviours

  32. Negotiation Achieving the WIN:WIN • Explain the Benefits • Lead them over to your side by explaining the benefits and for whom. • Use factual rather than unsupportive assertions • Be fair and don’t rubbish their ideas, or your competitors • Explain the consequences of doing nothing. • Put your preferred option last.

  33. Negotiation Achieving the WIN:WIN • Meet Objections • Anticipate and prepare for their objections, be gracious not smart ! • First – attitude. Play it cool. Do not respond emotionally but low key • Seek to understand by asking questions and isolating the specific objection(s). Put them into perspective and suggest compensating factors – i.e. place their concerns into context alongside the many benefits.

  34. Negotiation Achieving the WIN:WIN • Secure the deal for action • Have realistic expectations – you might need to come back later – leave the door open • Ask for their commitment to action • When a commitment has been granted seek clarification as to the who, what, when, where, how and why – thank them and then shut up!

  35. Jung’s Behavioural Styles Profiling your ‘target’ can always help! • Respect Person • Approval Person • Control Person • Recognition Person.

  36. The Selling Process Identify Needs Explanation of Fulfilment of Needs Ask for the Work

  37. Personal Action Planning

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