ii
Influence Strategies Exercise
Workbook
Name
Date
Organization
the more successful you will be.
SA
SA
M
PL
E
Influencing others may be as simple as
asking a colleague to do something,
or as complex as building coalitions.
Whatever your approach, your success
depends on the influencing strategies
you choose. And when, how, and
with whom you use them. The more
strategies you can use well,
M
PL
E
i
© Copyright 2007 Hay Group. All rights
reserved. No part of this publication
may be reproduced or transmitted in
any form or by any means, without
written permission from the Hay Group.
1
2
Influence Strategies Exercise
’ develop
your understanding of nine key influence strategies
when each strategy is more effective or less effective
’ reflect upon which strategies you use most frequently, and
which you tend not to use
’ receive feedback from others on how they experience your
influence strategies
’ learn helpful ways to enhance your use of each of the
influence strategies
’ realize that being effective involves using a variety of
influence strategies
2
’ How
2
3
do we influence others?
’ Why these nine strategies?
Section 2: What does each influence
strategy look like?
’ Empowerment
4
Building
Awareness
’ Common Vision
’ Impact Management
’ Logical Persuasion
’ Coercion
4
6
8
10
12
14
16
18
20
Section 3: Profiling your influence
strategies
22
’ Interpersonal
Awareness
’ Bargaining
PL
’ learn
Section 1: How do we get our own way?
’ Relationship
’ Organizational
influence strategies self-assessment profile
’ Your influence strategies feedback profi le
22
24
Section 4: Developing your influence
strategies
26
SA
M
’ Your
’ How
We’re all under pressure to get things done – better than
last time, ever more quickly and with fewer resources. For
most of us that means working with others: communicating
effectively, sharing decisions, dividing resources and
allocating responsibilities.
can I be a better influencer?
’ Develop your influence strategies
26
28
1
As you think through your situation in detail, you may feel
that there are some influence strategies that you will never
need – or will call upon only as a last resort! Others you will
need to use on a daily basis.
We’ve all met people who seem to have been born great
influencers – they just seem to do it naturally!
M
PL
E
By completing the Influence Strategies Exercise (ISE) you’ll
discover which strategies you use most and least often. This
workbook will help you to:
How do we influence others?
Whether we are managers, sales people, customer service
professionals or teachers, our intention is that our
conversations with others lead to positive results – for them
and for us. We communicate for a purpose. We work with
others in order to make things happen. We influence others
to try and make sure that the right things happen.
No one influence strategy works in all situations – or with
all people. We can be most effective in influencing others
if we choose a strategy that fits the situation. It’s worth
thinking about your context:
’ Am
I trying to influence one person or a group?
is my relationship to them? Am I more powerful? At
the same level? Less powerful?
’ How capable are they? How knowledgeable are they? Are
they experienced or inexperienced?
’ How familiar are they to me? And me to them?
’ What do I know about their attitude or priorities? Are
they willing? Is their performance an issue?
’ How do we do things round here? What are our norms
and values? What about the politics?
’ What
SA
Influencing others may be as simple as asking a colleague
to do something, or as complex as building coalitions.
Whatever your approach, your success depends upon the
strategies you use, and when, how, and with whom you
implement them.
What does the
ISE Workbook cover?
E
Influencing others
Section 1
2
The best influencers think carefully about what they’re
trying to achieve and how they want it to happen. They
reflect on who they need to influence and how best to go
about it. They have a variety of strategies that they feel
comfortable with. And they choose the strategies that they
know will work – situation by situation.
Great influencers are true to themselves.
They are aware of their preferences. They
play to their own strengths. But they are
also clear about the situations in which they
will use a less preferred strategy – because
they know they need to – and they use it
with integrity and credibility.
3
4
How do we get our own way?
Section 2
Why these nine strategies?
Interpersonal Awareness: identifying −
and addressing − other people’s concerns
Bargaining: gaining support by
negotiating a mutually satisfactory
outcome
SA
M
Relationship Building: establishing and
maintaining constructive relationships with
people that you may need to influence
In addition to this published research, Hay Group carried
out its own applied research with client organizations
into the behaviors required for superior performance4.
These competency studies focus on specific jobs in specific
organizations and compare outstanding performers with
average performers. These studies were not designed
specifically to identify influence strategies. However,
we found that outstanding performers consistently
demonstrated key influence strategies. We drew on the most
frequently occurring influencing strategies and behaviors to
construct the Influence Strategies Exercise5.
Organizational Awareness: identifying −
and getting the support of − key people
Common Vision: showing how our ideas
support the organization’s broader goals
Impact Management: choosing the most
interesting, memorable or dramatic way to
present ideas
The nine strategies included in the ISE are the most
commonly used and the most effective.
Other strategies, such as ingratiating oneself with the other
person and appealing to the other person’s manager, are
not included. Outstanding performers tend not to use
these strategies.
Logical Persuasion: using logical
reasons, expertise or data to convince and
persuade others
Coercion: using threats or pressure to get
others to do what you want
1 French, J.R.P., Jr., & Raven, B. (1959), The bases of social power. In D. Cartwright (ed.), Studies in Social Power. Ann Arbour, Michigan: Institute for Social Research.
2 Kipnis, D., Schmidt, S.M. & Wilkinson, I. (1980), Intraorganizational influence tactics: Explorations in getting one’s way. Journal of Applied Psychology, Vol 65, pp. 440-452.
3 Yukl, G. & Falbe, C.M. (1990), Influence tactics and objectives in upward, downward, and lateral influence attempts. Journal of Applied Psychology, Vol 75, pp. 132-140.
4 30 years of unpublished McBer and Hay Group studies.
5 First developed by Joni Jay Fink and published by McBer and Company in 1993.
This strategy is most effective:
’ when
the people you want to influence have a high level of
knowledge and expertise
M
PL
E
Empowerment: making others feel valued
by involving them in decision-making, and
giving them recognition
PL
There are no right or wrong strategies. All nine can make
our conversations more effective, in the right situation.
This research began with an exploratory study2 that developed
a questionnaire to assess eight influence tactics reported
by students. The results from using this questionnaire,
and from measuring other factors, revealed that logical
persuasion and consultation were used more frequently than
other tactics3. People also decided on different tactics to
influence a superior, a peer or a subordinate.
The purpose of Empowerment is to gain the commitment of
those who will carry out a plan. Empowerment stimulates
people to take the initiative and keeps them motivated.
’ when the culture of your organization supports participation
’ when
it is important to maintain positive relationships
with colleagues at your level and below
A manufacturing manager needs to get his
team’s commitment for a new product line.
He invites them to a meeting and asks for
their ideas on how to improve quality in the
new production process.
What does Empowerment look like in action?
When you use the Empowerment strategy others will see you:
’ getting
others’ support by involving them in the decisionmaking process
’ adapting your own ideas by accepting suggestions
from others
’ giving credit, praise or recognition to others – in private
and in public
’ involving others in the process of planning how to
implement an approach
’ looking for solutions that will benefit everyone involved
’ instilling confidence in the people who will implement ideas
’ asking questions to get others to reach the desired conclusion
SA
When we’re at our best, we choose from − and combine −
nine key influence strategies. These are specific behaviors
that help us influence others most successfully:
Making others feel valued by involving them in decision-making, and giving them recognition.
In 1959 French and Raven published an historic study on the
sources of managerial power, which started a trend among
researchers and theorists to study influence tactics. The Hay
Group combined all this research with 15 years of its own
applied research studies to identify the most effective strategies.
E
How do we do it? What strategies do we use when we’re
influencing others? Which strategies are most effective?
Empowerment
1
4
This strategy is least effective:
’ if
those who are empowered don’t have the capability − or
will − to achieve the desired goal
’ when the organization does not support participation in
crisis situations or when decisions must be made quickly
’ when power is given to others without support or follow-up
5
6
What does each influence strategy look like?
Section 2
Interpersonal Awareness
Identifying other people’s concerns and positioning one’s ideas to address these concerns.
Are you trying to deal with someone with a
performance issue or an attitude problem
in your team?
If so, do you need to consider using
Coercion or Bargaining?
Or have you assumed that the person, or
people, you are trying to influence are
more capable than they are?
Will Interpersonal Awareness be more
effective with individuals? And Common
Vision more effective with groups?
SA
M
Before telling someone how to do
something, stop!
Instead tell the person what you need them
to do. Then ask how they would approach
it. Praise the good ideas and, if needed, add
your own ideas.
Are you trying to influence people above
you in the organization?
If so, a number of other strategies are
likely to work better, depending upon
the situation: Organizational Awareness,
Logical Persuasion, Impact Management or
Interpersonal Awareness.
Have confidence in others!
Take the risk of letting them get involved
in making decisions. Let others know you
have confidence in them.
A manager needs a team member to make
a presentation to senior management, but
he seems reluctant to do so. She asks him
how he feels about it and finds that he is
nervous. He is concerned about the risk of
being unable to answer their tough
questions. The manager works with her team
member to anticipate possible questions
and minimize the risk of embarrassment.
What does Interpersonal Awareness look like
in action?
’ trying
to understand the needs and concerns that are
really motivating the other person
’ listening to the other person in a way that conveys your
genuine concern
’ asking questions to understand the other person’s position
’ anticipating how individuals will react to ideas,
information or presentations
’ calculating the most effective way to get an idea across to
an individual
’ tailoring your approach to the needs and concerns of the
other person
SA
5
’ in
most one-to-one influence situations
you don’t know the other person very well already
it is important to develop trust and rapport with the
other person
’ when there is an underlying tension with the other person
that you need to understand and resolve
’ when
’ when
When you use the Interpersonal Awareness strategy others
will see you:
Read about quality improvement initiatives
in organizations.
These initiatives have shown that involving
employees − by getting their ideas −
keeps them motivated and contributes to
productivity improvement.
This strategy is most effective:
M
PL
E
Don’t take for granted what people do.
Look for opportunities to praise, thank or
give credit to others. Even if they do what
is expected of them in their role, they will
appreciate being thanked for it.
E
Find a Win-Win.
Create situations in which both parties can
win by agreeing to a solution that satisfies
both sides.
You feel you’re using Empowerment,
but it’s just not working. Think about
the following:
PL
What can I do to increase my use of
Empowerment?
The purpose of Interpersonal Awareness is to ensure that
one’s ideas address other people’s concerns, based on a
genuine understanding of those concerns.
6
This strategy is least effective:
’ in
crisis situations or when decisions must be made quickly
the other person’s decision will be based on objective
criteria such as price
’ if your concern for the other person prevents you from
completing the task that needs to be done
’ when the attempt to understand the other person is seen
as insincere or manipulative
’ when
7
8
Section 2
What does each influence strategy look like?
Bargaining
Gaining support by negotiating a mutually satisfactory outcome; exchanging favours, sharing resources, making concessions.
Have you understood the messages?
Test out your understanding of what the
other person is saying, thinking or feeling.
State your view and ask them how accurate
your understanding is.
Are you trying to influence someone you
are already familiar with?
Using Interpersonal Awareness will have
served you well in gaining this familiarity.
Now it may be time to move to using
Relationship Building, Common Vision or
Organizational Awareness.
SA
M
Develop your interpersonal skills.
Get some practice through formal courses:
listening skills, communication skills, etc.
Are you trying to influence a group of
people?
If so, a number of other strategies are
likely to work better, depending upon
the situation: Organizational Awareness,
Common Vision or Impact Management.
Interpersonal Awareness is more effective
on a one-to-one basis.
A supplier is trying to make an important
sale with a new customer. They offer a
good discount if the buyer commits to a
large, regular order.
7
’ in
a political environment
asking someone to do something they would not
otherwise do
’ when there is an adversarial quality to the relationship
’ when you are in a position to do things for the other person
’ when you want to meet the needs of all parties involved
’ when
This strategy is least effective:
’ with
people you work with on a daily basis
either party feels it has got the bad end of the deal
’ for the person who is a less sophisticated negotiator
’ with people at a higher level than you
’ when there is a lack of trust that the deal you have agreed
will actually be delivered
’ when
What does Bargaining look like in action?
When you use the Bargaining strategy others will see you:
’ offering
to reward people if they will do what you want
to do something for the other person, in return
for that person’s support
’ reminding people of what you have done for them in
the past
’ asking for more than you expect to get
’ looking for solutions that will benefit everyone involved
’ suggesting mutual compromises when you encounter
resistance
’ offering
SA
Do you have a good relationship with the
person, but now you need to secure greater
motivation or commitment from them?
Will Empowerment or Logical Persuasion
help to gain their agreement or stimulate
their initiative?
This strategy is most effective:
M
PL
E
Put yourself in the other person’s shoes.
Try to imagine the concerns that the other
person wants to address. Think about the
values they may have.
E
Observe the other person’s behavior.
Observe the messages that come across to
you − verbal and nonverbal. Try to imagine
what the other person is thinking and feeling.
You feel you’re using Interpersonal
Awareness, but it’s just not working.
Think about the following:
PL
What can I do to increase my use of
Interpersonal Awareness?
The purpose of Bargaining is to meet the needs of everyone
involved. It involves working out what others want, and
what you are prepared to give, and then striking a deal.
8
9
10
What does each influence strategy look like?
Section 2
Relationship Building
Taking the time to get to know others personally; to maintain friendly communications so that they will be inclined to
support your ideas in the future.
Try to understand the other person’s
position.
Think about what they may be willing –
and not willing – to give up in order to
reach an agreement.
You feel you’re using Bargaining, but it’s
just not working. Think about the following:
Practice in a safe situation.
Try different bargaining approaches in a
low-risk situation, where losing your side of
the bargain doesn’t matter too much.
Are you trying to influence someone you
work with on a daily basis?
Using Bargaining is a risky approach. Can
you tolerate the consequences if either
party feels it has got the bad end of a
deal? Common Vision or Organizational
Awareness may give you a better outcome
in the long-term.
SA
M
Develop your confidence.
Get some practice through formal courses,
e.g. negotiating skills program.
PL
Think about your position.
What are you willing and not willing to
give up? What are you able to offer that the
other person might want or need?
Are you trying to influence people above
you in the organization?
Organizational Awareness is likely to
work better.
An accountant and her husband spend time
socializing with an important client at the
golf club at weekends, and invest time in
developing a friendship.
getting support depends upon positive relationships
establish people’s long-term support
peers
’ with clients and potential clients
’ with people you see on a regular basis, over time
’ when you could benefit from the support of people outside
your regular work group
’ to
’ with
This strategy is least effective:
insincere
crisis situations
’ when you need support immediately and there is no time
to develop a relationship
’ with people at a lower level than you
’ when the support of others is likely to be based on
objective criteria and logical arguments
’ in
What does Relationship Building look like
in action?
When you use the Relationship Building strategy others will
see you:
’ establishing
a good rapport with others
a wide network of contacts
’ making an effort to become friends with business
associates, fellow professionals and colleagues
’ socializing with people you may want to influence
’ working to maintain constructive relationships with those
people at work that you may need to influence
’ voluntarily going out of your way to help others
’ periodically telephoning or writing to business contacts
you don’t see on a regular basis
SA
9
’ when
’ if
’ maintaining
Do you feel that you can build trust and
rapport with the other person?
If so, it may be worth investing in using
Interpersonal Awareness.
This strategy is most effective:
M
PL
E
What can I do to moderate my use of
Bargaining?
E
What can I do to increase my use of
Bargaining?
The purpose of Relationship Building is to maintain
potentially useful relationships through friendly
communications. This takes time – it’s about securing
support in the long term.
10
11
12
What does each influence strategy look like?
Section 2
Organizational Awareness
Identifying the key people in your organization, and getting their support. Knowing who the key influencers are.
Are you trying to influence a group of
people?
If so, a number of other strategies are
likely to work better, depending upon
the situation: Organizational Awareness,
Common Vision or Impact Management.
Relationship Building is more effective on
a one-to-one basis.
Are you trying to influence someone you
are unfamiliar with?
You may need to start with Interpersonal
Awareness. This will help you initiate a
sound relationship, before moving on
to using Relationship Building, Common
Vision or Organizational Awareness.
SA
M
Make the most of existing relationships.
Reflect on relationships that are working
well for you. Why do they work? What can
you learn from them and apply to new
relationships?
Are you trying to influence people above
you in the organization?
Organizational Awareness is likely to
work better.
An internal consultant develops a new
executive training program. He finds
out which of the senior managers can
really influence the decision to adopt the
program. He talks to them individually in
advance and asks for their support and
advice, to ensure he will be successful when
formally presenting his program to the
senior management team.
What does Organizational Awareness look like
in action?
When you use the Organizational Awareness strategy others
will see you:
’ asking
questions to find out which people are likely to
influence a decision
’ working behind the scenes to get the support of key
decision makers
’ enlisting the support of individuals, one by one, to build
support for an idea
’ gathering support by bringing together people from
different areas of the organization
’ attempting to persuade others by letting them know who
else is supporting your idea
’ getting things done by identifying the existing coalitions
and working through them
Make the most of your opportunities.
Look out for networking opportunities in
your organization, sector or profession.
Take advantage of opportunities that are
already there.
Develop your networking skills
Talk to good networkers. How do they
go about it? What difficulties do they
overcome along the way? What value do
they get from networking?
11
’ when
there are key people in the organization who can
influence a decision favorably or unfavorably
colleagues at your level and above
’ when it is necessary to influence a number of people from
different parts of a large organization
’ when the organization’s formal structure does not reflect
the real patterns of influence within the organization
’ in highly politicized organizations
’ with
SA
Invest some time.
Think about how you structure your
working day. Do you need to build in some
time to maintain contact with others? If
Relationship Building is a key strategy in
your role, think of it as being as important
as other aspects of your work.
This strategy is most effective:
M
PL
E
Find common ground.
Think about what you and the other person
have in common. Do you have shared
interests or circumstances that can help
you initiate and maintain a relationship?
E
Take an interest.
Ask about the other person’s background,
their interests, their values, what gives
them a buzz. People love it when someone
else shows an interest in them.
You feel you’re using Relationship
Building, but it’s just not working. Think
about the following:
PL
What can I do to increase my use of
Relationship Building?
The purpose of Organizational Awareness is to get to the
people who matter – the ones who make decisions and
influence others.
12
This strategy is least effective:
’ when
the person you want to influence is not acting as a
member of the organization
’ when the person you want to influence does not have to
consider the reactions of others within the organization
’ when the decision will actually be based on objective
criteria such as cost
14
13
What does each influence strategy look like?
Section 2
Common Vision
Showing how your ideas support the organization’s broader goals.
Find out who is calling the shots.
Listen to the ‘office gossip’ about how
decisions get made. Be careful − what you
hear may not be true! But it may provide
some insights into the issues and relationships
that can lie behind key decisions.
Are you trying to influence an individual?
Organizational Awareness is just the start.
It will help you read a group and gain
insights into who to influence – and how
you can then move on to using other
strategies like Interpersonal Awareness or
Relationship Building.
Are you trying to influence someone you
are unfamiliar with?
If so, you may need to start with Interpersonal
Awareness to help you initiate a sound
relationship, or Impact Management to
catch their interest. Then you might move
on to using Organizational Awareness,
Common Vision or Relationship Building.
SA
M
Get others’ points of view.
Ask your boss, or mentor, for their view
on the key influencers. Their position in
the organization will give them a different
perspective.
Are you trying to influence people at your
level or below in the organization?
If so, a number of other strategies are
likely to work better, depending upon the
situation: Empowerment, Common Vision,
Bargaining or Coercion.
A team manager wants to adopt the
organization’s customer service policy.
She communicates a vision of what their
department can become, and shows her
team how their work can really improve the
customer experience and help make the
vision a reality.
What does Common Vision look like in action?
When you use the Common Vision strategy others will
see you:
’ using
group meetings or speeches to build pride in the team
people how their work is important to the
broader goals of the organization
’ creating and using symbols of group identity to build a
sense of team
’ explaining how your idea helps advance the broader goals
of the organization
’ appealing to values or principles, such as concern for the
customer, quality or fairness
’ presenting ideas by linking them to an inspiring vision of
what the organization can become
’ showing
SA
Get support from the right places.
When you want to get support for your
idea, think about the full range of people
who might be involved. Who will your idea
affect? Who will help implement it? Who
might be most interested? Who else might
have a similar idea on their agenda? Who
might want to block it? Then you can plan
how you might approach each person
individually or deal with different groups.
13
This strategy is most effective:
’ when
managing a team with colleagues at your level
and below
you have high personal credibility − people want to
work with you for the organization
’ when your position gives you the authority to seek support
in this way
M
PL
E
Learn by example.
Watch and talk to influential people to
understand how they exert their influence.
E
Keep your ear to the ground.
Pay attention to what people say about
others in the organization so that you can
determine who the key influencers are.
You feel you’re using Organizational
Awareness, but it’s just not working.
Think about the following:
PL
What can I do to increase my use of
Organizational Awareness?
The purpose of Common Vision is to show others that their
support is good for the organization. It is about demonstrating
that your idea, and their energy, loyalty and teamwork, will
help you all to achieve the organization’s goals.
14
’ when
This strategy is least effective:
’ when
the organization’s goals and values are about to
change in unpredictable ways
’ with people above you in the organization
’ when you lack credibility − in the eyes of the people you
are trying to influence
’ when the people you are trying to influence are cynical
about the organization
15
16
What does each influence strategy look like?
Section 2
Impact Management
Choosing the most interesting, memorable or dramatic way to present ideas, in order to gain people’s support.
Are you trying to influence an individual?
Interpersonal Awareness or Relationship
Building are likely to work better. Common
Vision is more effective with groups.
Are you trying to influence someone you
are unfamiliar with?
If so, you may need to start with
Interpersonal Awareness to help you
initiate a sound relationship, or Impact
Management, to catch their interest. Then
you might move on to using Common
Vision, Organizational Awareness or
Relationship Building.
Get others involved.
Think about the contributions you need
from others. Make each person aware of
the part they are playing in achieving the
end result.
A sales director is talking to a group of
sales managers about recruiting sales
representatives. He knows they tend to
follow their first impressions, and wants
to get them thinking about assessing the
motivation levels of potential recruits.
So he tells a story about a young man who
was very nervous and stuttered throughout
his job interview. But the recruiting sales
manager could see that the man was highly
motivated, and hired him. “That young man,”
the sales director goes on to say, “was me.”
When you use the Impact Management strategy others will
see you:
ideas convincingly and with self-confidence
interesting ways to present information or ideas
’ making points by using stories that arouse emotions
’ finding and presenting examples with high impact in
order to support your case
’ using eye-catching graphics and visuals aids during
presentations
’ demonstrating an energetic, can-do attitude
SA
’ presenting
’ using
15
’ when
it is important to make a very strong first impression
dealing with people you don’t know very well
creating or delivering presentations
’ when dealing with groups
’ when
’ when
What does Impact Management look like
in action?
Think about the ‘big picture’.
Step back from the details of what you are
doing. How can you make people feel like
part of a team contributing to a bigger
goal? How can you communicate this? Read
the speeches of campaigners, or politicians
you respect for ideas.
This strategy is most effective:
M
PL
E
Are you trying to influence people above
you in the organization?
Maybe other strategies will work
better, depending upon the situation.
Try Organizational Awareness, Logical
Persuasion, Impact Management or
Interpersonal Awareness.
SA
M
Think about the impact of the end result −
what difference will it actually make?
What will it do for your customers,
or the people who benefit from your
organization’s work? Tell a story − an
anecdote − that describes the difference
the end result will make to someone. Make
the goal real for the people whose support
you need.
E
Think about the end result you want.
Why might others want that end result too?
How would it benefit them? What values
would it appeal to in them? What would it
do for your organization that is good for all
its members?
You feel you’re using Common Vision,
but it’s just not working. Think about
the following:
PL
What can I do to increase my use of
Common Vision?
The purpose of Impact Management is to win others’
support by catching their attention. The things you say and
do grab people’s interest and stick in their mind.
16
This strategy is least effective:
’ when
the decision to support an idea will be based on
rigorous, quantitative or logical criteria
’ when trying to influence people you know very well
’ when it is important to identify the other person’s
specific concerns
18
17
What does each influence strategy look like?
Section 2
Logical Persuasion
Using logical reasons, expertise or data to convince and persuade others.
Are you trying to influence someone you
are already familiar with?
If so, they may know you too well for
Impact Management to catch their interest.
Common Vision, Organizational Awareness
or Relationship Building is more likely to be
engaging for them.
Are you trying to influence a decision that
is usually taken on the basis of rigorous,
logical criteria?
Impact Management is unlikely to help you
win your argument, unless you back it up
with Logical Persuasion.
SA
M
Watch how others do it.
Observe public figures or colleagues at
work who have a strong effect on people.
Notice the words they choose and the body
language they use.
Are you trying to influence an individual?
A number of other strategies are likely to
work better, depending upon the situation:
Interpersonal Awareness or Relationship
Building. Impact Management is more
effective with groups.
A software designer presents her approach
to developing a new application to the
managers of her department. She shows the
advantages of her recommended approach
by systematically comparing it with three
other alternatives.
What does Logical Persuasion look like in action?
When you use the Logical Persuasion strategy others will
see you:
’ taking
time to gather data to support your position
well thought-out arguments to support your case
’ persuading others by pointing out the advantages of
your idea
’ offering several different reasons that support a position
’ systematically comparing approaches to show the
advantages of your approach
’ relying on facts, data and logical arguments to
convince others
’ preparing
Develop your presentation skills.
Get some practice through formal courses,
e.g. public speaking or presentation skills.
17
’ with
people who rely on logic and reason, for example
engineers and scientists
’ when the person you are trying to influence is systematically
comparing several products, ideas or alternatives
SA
Learn from the experts.
Listen to outstanding politicians or public
figures when they give televised speeches.
Notice their use of repetition, analogy,
metaphor, appeals to the listener’s values
or emotions, voice modulation, etc.
This strategy is most effective:
M
PL
E
Try different approaches.
Think of stories, examples, metaphors
or humor that will help to get your point
across.
E
Who has had an impact on you?
Reflect on situations when someone has
had an impact on you at work or elsewhere.
What did they say or do that stuck in your
mind? What emotions did they arouse in
you? What did you do as a result?
You feel you’re using Impact
Management, but it’s just not working.
Think about the following:
PL
What can I do to increase my use of
Impact Management?
The purpose of Logical Persuasion is to demonstrate that
your idea is logical, reasonable – and therefore right! Logical
Persuasion sets out to convince others that no other
approach can be so sound nor so appropriate.
18
This strategy is least effective:
’ when
the people whose support you seek are strongly
influenced by personal relationships, rather than logic
’ when personal goals, hopes or concerns affect people’s
reasoning
’ when the other person is concerned with how ideas are
presented − not just their content
’ when the decision is affected by political factors within
the organization
19
20
What does each influence strategy look like?
Section 2
Coercion
Using threats, reprimands or pressure to get others to do what you want.
Be clear.
Divide your presentation into separate
points that show how each conclusion
leads to the next.
Have you assumed that those you
are trying to influence are capable of
understanding the data and following your
argument?
If they are not, then Interpersonal
Awareness or Common Vision are more
likely to be effective.
SA
M
Do your research.
Read articles from authoritative sources
that evaluate products to get ideas on how
to organize and present data and findings.
Have you assumed that the person, or
people, you are trying to influence make
decisions on the basis of rigorous, logical
criteria?
If decisions in your organization are
affected by political factors, relationships
or emotional engagement, then
Organizational Awareness, Relationship
Building, Impact Management or
Empowerment are more likely to be
effective.
A manager is dealing with a poor
performing employee. The manager states
clearly what the employee must do to
reach the required standard. He makes it
clear that the consequences of not
improving their performance will result in
disciplinary proceedings.
What does Coercion look like in action?
When you use the Coercion strategy others will see you:
the power of your position to demand that others do
what you want
’ making clear what the consequences to people will be if
they do not do what you want
’ reprimanding people if they are not pulling their weight
’ putting pressure on people who do not carry out your
requests
’ telling people what you want, with the “or else ...” made clear
’ letting people feel the negative consequences if they do
not follow your wishes
SA
19
’ when
there is an emergency or crisis
get short-term compliance from a team member who
has performance problems
’ with colleagues below your level who are much less
knowledgeable and just need to be told
’ when threats and pressure are expected methods of control
within the organization
’ when other influence strategies have been tried and
have failed
’ to
This strategy is least effective:
’ when
long-term support is needed
others need to understand or agree with the reasons
for your actions or decisions
’ when used with colleagues at your level or above
’ when used with others who have high levels of knowledge
and expertise
’ when threats and pressure are not accepted ways of getting
things done in the organization
’ when it is important to maintain a positive relationship
with the other person
’ when
’ using
Have you assumed that those you are
trying to influence are interested and
enthusiastic about your argument?
If they are not, then Bargaining − or even
Coercion − is more likely to be effective.
This strategy is most effective:
M
PL
E
Know the outcome.
Estimate the consequences and costs to
the other person of not adopting your
approach. Be clear on the benefits of your
approach.
E
Be prepared.
Think of more than one reason that
supports the validity of your idea. Gather
data or evidence to support your case.
You feel you’re using Logical Persuasion,
but it’s just not working. Think about
the following:
PL
What can I do to increase my use of
Logical Persuasion?
The purpose of Coercion is to get others to do what you
want whether they are happy to or not. Coercion assumes
that others will not give their support or compliance
willingly, but pushes for it anyway.
20
22
21
What does each influence strategy look like?
Section 3
Your Influence Strategies Self-Assessment Profile
Empowerment
Interpersonal
Awareness
Bargaining
Relationship
Building
Organizational
Awareness
Common Vision
Impact
Management
Logical
Persuasion
Coercion
Add up the scores down
each column (A, B, C, etc.)
of your questionnaire.
A
B
C
D
E
F
G
H
I
Now transfer each score
to the appropriate box
(Total A, Total B, etc.) at
the bottom of the chart.
24
24
23
23
22
22
21
21
20
20
19
19
18
18
17
17
16
16
15
15
14
14
13
13
12
12
11
11
10
10
SA
Have you written off all hope of trust and
rapport with the person or people you
want to influence?
If not, then Interpersonal Awareness or
Relationship Building may help to reinstate
a more positive relationship.
More often
Could the person, or people, you are trying
to influence be more capable than you
have assumed?
If so, will Logical Persuasion engage
their thinking better? Will Empowerment
stimulate their motivation and initiative?
Will Common Vision secure their
contribution and commitment?
SA
M
Practice in a safe environment.
In appropriate situations with team
members, practice setting deadlines
and demanding that people meet them.
If you don’t feel confident using this
style try getting some practice through
formal courses e.g. assertiveness training
programs.
Are you trying to influence people above
you in the organization?
If so, a number of other strategies are
likely to work better, depending upon
the situation: Organizational Awareness,
Logical Persuasion, Impact Management or
Interpersonal Awareness.
I believe I use this influence strategy
Consider other options.
You need to be confident that what you are
demanding is the best solution.
E
Think about who you are trying to influence.
Think hard about the capability, potential
and attitude of the team member you want
to influence. Are they really interested in
doing the best they can? Are they willing to
learn? Are they capable of development?
If not, then other influence strategies are
unlikely to work. Coercion will ensure that
your expectations − and the consequences
of not meeting them − are absolutely clear.
You feel you’re using Coercion, but
it’s just not working. Think about the
following:
PL
What can I do to increase my use of
Coercion?
M
PL
E
The Self-Assessment Questionnaire assesses the influence strategies that you believe you use. If you have not already done so,
take some time to work through the questionnaire.
Less often
Be clear about the consequences.
If a team member has repeatedly failed to
deliver on expectations, tell this person
what the negative consequences will be if
the problem continues.
9
9
8
8
7
7
6
6
Totals
A
21
22
B
C
D
E
F
G
H
I
Finally plot each score in
the shaded area of the
profile chart by filling
in the circle where the
line for each influence
strategy meets the line
for your score.
For example, if your
total score for column
I on your questionnaire
is ‘12’, write ‘12’ in the
box above ‘I’.
Then plot ‘12’ on
column I of the
profile chart
by filling in the
circle alongside
the number ‘12’.
23
24
Profiling your influence strategies
Section 3
Your Influence Strategies Feedback Profile
The pattern that your scores create tells you how often you feel that you use each influence strategy.
Interpersonal
Awareness
Bargaining
Relationship
Building
Organizational
Awareness
Common Vision
Impact
Management
Logical
Persuasion
Coercion
M
PL
E
More often
A
B
C
D
E
F
G
H
I
24
24
23
23
22
22
21
21
20
20
19
19
18
18
17
17
16
16
15
15
14
14
Less often
SA
Others believe I use this influence strategy
PL
SA
M
What else occurs to you as you look at your own profile?
Empowerment
Which strategies do you see yourself using least often?
E
Which strategies do you see yourself using most often?
Have you used the Feedback Questionnaire to gather others’ views? If so, you will have valuable data on how your influence
strategies actually come across to others. You can choose as many people as you wish to give feedback. Try to choose people
from different roles, who know you well and who see different sides of you in a range of situations. If you choose people whose
opinion you value and trust, it will help you later when you want to ‘reality test’ the feedback or discuss ways to develop your
influence strategies.
What factors might be playing a part in your self-assessment profile?
’ How accurately do you feel you have assessed your influence strategies?
’ Does your profile reflect the kinds of influence behaviors that your job requires?
13
13
12
12
11
11
10
10
9
9
8
8
7
7
6
6
Avg.
Totals
’ Does it reflect the kinds of influence strategies that you see others around you using?
’ Does it reflect the kinds of strategies that your organization encourages?
divided by number of Feedback Questionnaires completed equals
Totals
A
23
24
B
C
D
E
F
G
H
I
Whenever possible
feedback should be
collected and scored
by a third party or
facilitator. This ensures
confidentiality for your
respondents.
If this is possible, they
will need to follow the
instructions below:
Collect all your
completed Feedback
Questionnaires.
Now go through each
one and:
’ add up the scores for
column A − from each
questionnaire − and
write the total in the
first box ‘Total A’
’ do the same for every
other column (B to I)
’ divide each score by
the number of
completed Feedback
Questionnaires
’ record this average
score in the top box
’ plot this average score
in the shaded area
25
26
Profiling your influence strategies
Section 4
How can I be a better influencer?
People who see you in action on a regular basis are in a good position to give accurate feedback. The
profile is their view of what you actually do – of how your influence strategies come across to them.
PL
SA
M
Now you can compare your self-assessment with the feedback. What occurs to you as you make this comparison?
(Note: It is more important to compare the pattern of high and low scores, rather than to focus on the absolute numbers.)
M
PL
E
Which strategies do other people see you using least often?
E
Which strategies do other people see you using most often?
You’ll have noticed from your profiles that there are some influence strategies that you use more often, and some that you use
less often. This may be because of the demands of your situation, the culture of your organization, others’ expectations of your
profession, or the needs of the people you work with. Alternately you may choose certain strategies because of your own personal
preferences, self-image, or the range of behaviors you feel most comfortable using.
Think about someone who had a
significant – positive – impact on
you. What influence strategies did
you experience them using?
Think about someone who had a
significant – negative – impact on
you. What influence strategies did
you experience them using?
How do you see yourself? What
kind of person do you want to be?
SA
Circle the words or phrases which
mean something for you. What
might this mean for your preferred
influence strategies?
Supporter. Coach. Listener. Negotiator. Arbitrator. Referee. Networker.
Politician. Standard bearer. Direction provider. Co-ordinator. Drama
queen. Expert. Mr Spock. Controller. Enforcer.
How would you describe your
strengths? What habits have you
formed to play to your strengths?
If there are differences think about:
’ whether others only see part of your behavior, or only see you in certain situations
How would you describe your
weaknesses? What habits have you
formed to avoid your weaknesses?
’ whether others are able to be more objective than you, or recognize other sides to you
’ whether the influence strategy you intend to use is perceived by others as something different
25
26
Habits can
become a trap
- they can stop
you trying out new
behaviors.
28
27
Developing your influence strategies
Section 4
Develop your influence strategies
E
’ Do your homework. Re-read Section 2: What does each influence strategy look like? It
describes what you can actually do to use each strategy. The first step is to be aware of
these behaviors. The next is to give them a try!
’ Practice makes perfect. Try new behaviors in low-risk situations – until you are
comfortable using them.
PL
’ Ask a friend. Let someone you trust know that you are trying a particular strategy. Ask
for feedback on how well you are doing and how you can improve.
’ Watch others at work. Observe the ways in which other people influence – verbally,
non-verbally, in writing, through other media. Isolate specific behaviors they use and try
them yourself.
’ Make a commitment. Go through your diary and decide specific dates for reviewing
your progress. Decide what you want to have practiced or achieved by each date.
’ Seek feedback again in six months time. See how you’re doing with the strategies you
want to use more.
SA
M
’ And remember... No influence strategy is inherently good or bad. The key to success is
knowing when to use each strategy, how and with whom.
M
PL
E
If you want to develop your influence strategies, you will have most success if you experiment in specific situations with specific
people. Think about the individuals or groups whose support you need most, or people that you know you need to influence
more effectively. These may include your peers, your customers (internal or external), your manager, people who report to you,
stakeholders, etc. Is there a situation where you know you need to be a more effective influencer?
For each person or group, think through the following:
Who do I want to influence – the person or group?
What outcome do I want (support, agreement, involvement, etc.)?
Which influence strategy (or strategies) am I currently using?
SA
What results have I had so far (what’s working well; what could go better)?
Which influence strategy (or strategies) do I plan to experiment with?
27
28
29
30
Developing your influence strategies
SA
M
What potential obstacles do I face?
M
PL
E
What resources or support do I need?
PL
What specific actions will I take – and by when?
E
How do I believe this approach will help?
SA
Hay Group
How do I plan to overcome these obstacles?
Australia
Tel: 1800 150 124
www.haygroup.com.au
New Zealand
Tel: 0800 429 477
www.haygroup.co.nz
How will I know my new approach is working? Who can I ask for feedback?
ISE Workbook
MCB1300C
29