Leading with Influence • Influence: what you think you have until you try to use it (Joan Welsh) • You cannot antagonize and influence at the same time (J S Knox) • People exercise an unconscious selection in being influenced (T. S. Eliot) 1 Influence is... About power Political • The art or science of influencing people • Politics is who gets what, when and how • How rival interests are played out • What naturally happens whenever people with different goals, interests and personalities try to work together About relationships • Power in organisations is increasingly ‘referent’ – that is, from the followers • Power that comes externally, from position or policy, is alright for pushing people • Power that comes internally, from behaviour and commitment, is great for pulling people • “Education is a human right with immense power to transform” (Kofi Annan) About behaviour • It’s not what you know, it’s who you know (and how you know them...) • Relationship engages ‘discretionary energy’ • Great things are often done for people more than reasons • The time to build a relationship is not when you need something • Congruence – what I say and do match • Modelling key behaviours • Breaking cycles of unchallenged behaviour • Courage and commitment are infectious • Using emotional intelligence to guide decisions and support for others • This is the way we’ve agreed to do it and this is the way I do it myself 2 21st Century Leadership What are the sources of power and authority available to leaders today? LEADER 3 1 A sweet example • I’m your Father, and I am telling you to give your sister one of your bonbons • Eating too many sweets is very bad for you. You’ll understand why when you get to my age. Now, share some with your sister • You’ll do it for me, won’t you? That’s a good lad. Go on, let your sister have one. That’s my boy! • Sharing is what families do. If we keep things to ourselves, then we all lose out in the end. Now let Lucy have one. It’s the right thing to do • You can both have some of my sweets. In fact, you take them and share them between yourselves • We’ve talked about this before, so I’ll let you decide. What do you think you should do? 4 A sweet example • I’m your Father, and I am telling you to give your sister one of your bonbons • Eating too many sweets is very bad for you. You’ll understand why when you get to my age. Now, share some with your sister • You’ll do it for me, won’t you? That’s a good lad. Go on, let your sister have one. That’s my boy! • Sharing is what families do. If we keep things to ourselves, then we all lose out in the end. Now let Lucy have one. It’s the right thing to do • You can both have some of my sweets. In fact, you take them and share them between yourselves • We’ve talked about this before, so I’ll let you decide. What do you think you should do? 5 Sources of power and authority • • • • • • Position / policy Knowledge and experience Personality Moral authority Behavioural Relationship Which do you use? When and why? 6 2 Directions of influence Seniors (internal and external) Peers immediate Peers – removed / remote / external Reports (direct and ‘dotted’) 7 Influence in action Have used? 8 A question of influence Golden Rule: Do unto others as you would have them do unto you Platinum Rule: Do unto others as they would like to be done unto 9 3 Objectives for the session • To consider the ‘four temperaments’ in a work context • To explore the People Styles at Work model • To discuss the clues to reading styles/types • To relate the model to your own current influencing scenarios and consider how to develop further your interpersonal versatility • To reflect on how you could use the model to enhance your range of influencing skills 10 Humours or temperaments We need to look a lot more closely at the pros and cons. The information we have so far is insufficient. I’m not convinced this is the right decision. Let’s take it a step at a time and avoid being hasty... There’s no sense rushing. Much better to get things right I want to get started as soon as possible. If we don’t move quickly, we’ll miss the boat! I don’t care what the others think, I’m just going to get on with it. I want to get some students signed up as quickly as possible, then we can plan the details That’s interesting. Very interesting. What a well put together set of ideas. Quite different to Derek’s but equally useful, I’m sure. Have you seen his latest paper on student numbers? He’s so dedicated, you know. Let me hear how you’ve got on consulting staff The ‘premiere’ student experience, that’s what we’re going to offer. Nothing less. Immersive, inclusive and inspiring! We are going to reach out to our target audience and meet them at the point of need. After hearing our pitch they’ll be left with a choice of one 11 The four elements We need to look a lot more closely at the pros and cons. The information we have so far is insufficient. I’m not convinced this is the right decision. Let’s take it a step at a time and avoid being hasty... There’s no sense rushing. Much better to get things right I want to get started as soon as possible. If we don’t move quickly, we’ll miss the boat! I don’t care what the others think, I’m just going to get on with it. I want to get some students signed up as quickly as possible, then we can plan the details That’s interesting. Very interesting. What a well put together set of ideas. Quite different to Derek’s but equally useful, I’m sure. Have you seen his latest paper on student numbers? He’s so dedicated, you know. Let me hear how you’ve got on consulting staff The ‘premiere’ student experience, that’s what we’re going to offer. Nothing less. Immersive, inclusive and inspiring! We are going to reach out to our target audience and meet them at the point of need. After hearing our pitch they’ll be left with a choice of one Earth Water Fire Air 12 4 Hippocrates and Galen 13 Exquisitely balanced 14 People Styles at Work... and beyond • There are four people styles, none of which is better or worse than any of the other styles • Although each person is unique, people of the same style are similar in important ways • Each style has potential strengths and weaknesses that aren’t shared by the other styles • No style is more or less likely to be a predictor of success or failure • The behavioural patterns of each style tend to trigger tension in people of the other styles • Getting in sync with the style-based behaviours of the person you are with helps reduce interpersonal tension, thereby fostering well-functioning and productive relationships (Robert Bolton and Dorothy Bolton, 1996) 15 5 Focussed on behaviour This approach to understanding people is distinguished from many others in that it focuses on behaviour rather than personality. Behaviour is what a person does. When using this model, you concentrate on what you see with your own eyes and hear with your own ears. How fast does the person walk? How much does he gesture? How loudly does he speak? How much inflection does he use? How much facial animation does he show? By contrast, one’s personality includes inner characteristics like beliefs, thoughts, motives, values, attitudes, feelings, etc. as well as behaviours. (Robert Bolton and Dorothy Bolton, 1996) 16 17 18 Avoiding TASK SLOW R E S P ANALYTICAL DRIVER O N S A S S E R T I V E N E S S V E N AMIABLE EXPRESSIVE E S S Autocratic FAST PEOPLE Attacking Avoiding TASK Autocratic SLOW R E DRIVER ANALYTICAL S Efficient Logical Systematic Decisive P Pragmatic Thorough O Independent Prudent Serious N Candid S A S S E R T I V E N E S S V AMIABLE EXPRESSIVE E Cooperative Persuasive N Supportive Enthusiastic E Diplomatic Outgoing Patient Spontaneous S Loyal Fun-loving S Acquiescing Acquiescing PEOPLE FAST Attacking 6 Avoiding TASK Autocratic R E DRIVER ANALYTICAL S Independent → poor Prudent → indecisive collaborator P Painstaking → nit-picky Results orientated → impersonal Task-orientated → impersonal O Candid → abrasive Systematic → bureaucratic N Pragmatic → short-sighted S SLOW A S S E R T I V E N E S S FAST V E AMIABLE EXPRESSIVE Diplomatic → conflict avoider N Articulate → poor listener Cautious → risk averse Fast-paced → impatient E Supportive → permissive Visionary → impractical People-orientated → inattentive S Fun-loving → distracting to task S 19 Acquiescing PEOPLE Attacking The real (received) message Words 7% Body Language 55% Tonality 38% Albert Mehrabian, 1981 20 Reading the clues 21 7 TASK ANALYTICAL DRIVER R E • “I will...” • “Just do it” S • Voice – loud and very fast P • Leans forward O • Intense eye contact • Deliberate movements N • Wants - power S SLOW A S S E R T I V E N E S S FAST V AMIABLE EXPRESSIVE E • “I feel...” • “I want...” N • “Do tell me your ideas” • “Let’s do it” • Voice – quieter and slower E • Voice – loud and fast • Leans back S • Leans forward • Good eye contact • Good eye contact S • Lots of gestures • Regular gestures • • • • • • • “I think...” “Do it right or not at all” Voice – quieter and moderate Leans back Limited eye contact Limited gestures Wants - perfection • Wants - peace 22 • Wants - popularity PEOPLE Primary and secondary styles 23 Self-assessment inventory • Your people style is based on other people’s perceptions of you, not on how you see yourself • Therefore, in filling out the inventory, read each item from the standpoint of the way you think other people see you • Discipline yourself to be as objective as possible. Select those items that, to the best of your knowledge, reflect the way other people experience you • This inventory consists of eighteen pairs of statements. Choose the statement in each pair that you think most accurately expresses how other people see you • Force yourself to make a choice between each of the paired statements • Remember, there are no good or bad styles; there are only differences among people. (Robert Bolton and Dorothy Bolton, 1996) 24 8 Self-assessment inventory 25 Reading and flexing • Adjusting or modifying your style to match that of another • Adapt – interpersonal versatility • Mirror mood of colleague • Speaking their language • WMD – words, music and dance • “When people of two styles don’t get along, the problem isn’t incompatibility, it’s usually inflexibility” (Bolton & Bolton) • “Opposite” styles require most adapting • Just remember, 75% of the world are not in your quarter 26 Just the facts, please Today, Josh is calling on Mac, a key colleague. As part of his pre-call planning, Josh has concluded when he calls on Mac, he will try to focus on details, cover material slowly and methodically, and know the facts. Josh will not try to excite Mac with creative ideas or try to rush Mac into making a decision. For Josh to be most successful, what “kind” of person will Mac be? 27 9 Driver – working with... DO DON’T • • • • • • • • • • • Focus on the present Be brief and efficient Get to the bottom line Speak in terms of shortterm concrete results • Give them options • Let them feel in control • Stress how the Driver will ‘win’ with your proposition Focus on the long-term Give too much detail Be ambiguous Beat about the bush Get too personal Get into a control contest Back down, however, if you believe you are right 28 Expressive – working with... DO DON’T • • • • • • Get straight down to business • Dwell on details • Be impatient with side-trips and creativity • ‘Nit-pick’ • Be cool and impersonal • Be too serious • Talk down to them • Put down their enthusiasm and excitement Focus on the future Illustrate concepts with stories Seek their ideas, input Focus on the big picture Show personal interest and involvement • Stimulate their creative impulse • Compliment them • Stress how the Expressive will stand out from others 29 Amiable – working with... DO DON’T • • • • • • • • • • • Focus on tradition Be flexible Be easy and informal Be personal and personable Allow time to ‘feel good’ Emphasise a team approach Talk about your appreciation of people • Stress how the Amiable can be ‘safe’ • • • • • Push for too much detail Press hard to change things Hurry them Push for immediate commitment Be cool and impersonal Confront them Attack Be dictatorial or autocratic Show disloyalty 30 10 Analytical – working with... DO DON’T • Focus on past, present and future • Talk facts • Show evidence • Focus on detail and accuracy • Be logical and well-organised • Tell them exactly what you will do and when • Allow time to ponder • Stress how the Analytical can be assured of being ‘right’ • Be vague, inconsistent or illogical • Be intolerant of details • Overlook the past • Rush things • Be too personal • Be overly casual • Appear to not be serious • Press for immediate action • Enthuse before making your case 31 Influencing scenarios • What has been happening? • Style matching – • Your style? • Their style? • How could you flex your approach? 32 Links to other theories Bolton & Bolton Driver Expressive Amiable Analytical Hippocrates/ Galen (370 BC) Choleric (Fire) Sanguine (Air) Phlegmatic (Water) Melancholic (Earth) Plato (340 BC) Guardian Artisan Philosopher Scientist Carl Jung Director Intuitor Feeler Thinker Myers-Briggs Extrovert/Thinker Extrovert/Feeler Introvert/Feeler Introvert/Thinker Peter Drucker Action Man Front Man People Man Thought Man Red Yellow Green Blue A A Milne Rabbit Tigger Pooh Eeyore Push - Pull Asserting (push) Attracting (pull) Bridging (pull) Persuading (push) Colours (Insights Discovery) 33 11 Push and pull behaviours 34 Can the smaller opponent win? 35 Key influencing styles Push Other party Pull Objective 36 12 Evidence Feelings Logic Basis of appeal Relationship Precedent Values 37 Push / Pull Influencing Styles ANALYTICAL Persuading PUSH ENERGY Making proposals using logic, facts and rationalised data Focus on winning minds Focus on me and my solution Focus on understanding DRIVER Attracting Bridging Using inspiration and imagination, highlighting the shared picture Open, receptive, drawing. Building trust AMIABLE Asserting Driving, controlling, stating your own expectations and needs PULL ENERGY Focus on winning hearts EXPRESSIVE 38 Open and hidden influence Open influence can be seen in: • Meetings • Presentations • Debates and discussions • Reports and proposals • Negotiations • Performance management • Process management Hidden influence arises through: • Changing image or behaviour • Altering attitude • Networking • Non-verbal communication • Nurturing relationships • Counselling or mentoring • Using story, metaphor and analogy 39 13 Concluding thoughts • People have one thing in common; they’re all different • When a relationship is right, details are negotiable; When tension is high, details become obstacles • All other things NOT being equal, people will STILL do business with people they like (Lee Iacocca, former Chrysler CEO) • When 2 people meet, there are really 6 people present: – Each person as seen by themselves – Each person as seen by the other – Each person in reality (William James) 40 Making ‘no’ become ‘yes’ 41 Individual reflection • What insights have you gained into your own style/type? • How could you develop these insights further? • What opportunities are there for you to use the People Styles model in your leadership role? • What is your main influencing challenge? What clues are there regarding the ‘styles’ involved and how will you flex your own style in response? • How will you develop your interpersonal versatility? • How could you use the model to develop others? 42 14 Thank you for listening and participating Love others, and be kind to yourself 43 15
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