Influence without Authority: Establishing and Transforming Power
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The document presents strategies on how to influence others without formal authority, focusing on establishing an environment of influence through leadership and collaboration. It emphasizes the importance of emotional intelligence, credibility, and trust in fostering effective relationships and achieving goals collectively. Key themes include self-management, the effective use of power, and the significance of personal and socialized power for successful leadership.
Influence without Authority: Establishing and Transforming Power
- 1. Influence without Authority: Establishing and Transforming Power Andrea Ames @aames http://about.me/AndreaLAmes IBM Senior Technical Staff member Information Experience Strategist LavaCon Unified Content Strategy Workshop 24 April 2013
- 2. Agenda Exercise Influence Establishing power: Creating an environment of influence Using power Exercise debrief
- 3. About Andrea Technical communicator since 1983 Areas of expertise Information experience design: Content strategy, information architecture, and interaction design for content display and delivery, within products and interactive information delivery systems Architecture, design, and development of embedded assistance (content within or near the product user interface) Information and product usability, from analysis through validation User-centered process for information development and information experience design IBM Senior Technical Staff Member on corporate Total Information Experience team in IBM CIO’s office University of CA Extension certificate coordinator and instructor STC Fellow, past president (2004-05), former member of Board of Directors (1998-2006), and Intercom columnist (with Alyson Riley) of The Strategic IA ACM Distinguished Engineer 3
- 4. Influence
- 5. Why influence? If you can: Design two UI panels Write three pages Create five icons Drive 10 marketing campaigns Track 45 project work items Write 90 lines of code in a day, how many are accomplished when three people are driving, tracking, writing, designing, creating? 50? 500? 5,000? Are you expert at every aspect of technical communication, marketing, support, strategy, project management, and your product function? If so, do you have the bandwidth to be a one-person show? Most complex situations require multiple judgments, skills, and experiences And most importantly… Have you ever had a great, innovative idea—like the need for a unified content strategy??—and wanted it implemented in your organization? 5
- 6. From Wikipedia, influence is… When the actions or thoughts of individuals are changed by another individual Amount of influence you exert often determined by your confidence/self-esteem and perceived persona Ability to influence also affected by your perceived expertise, or credibility—others’ trust of you and your knowledge or skill Sometimes seen as persuasion, guiding people toward the adoption of an idea, attitude, or action by rational and symbolic (though not always logical) means; a problem- solving strategy relying on "appeals" rather than strength 6
- 7. Black magic? Lots of people think of it this way Charisma Good looks Money It’s a talent You’re born with it It can’t be learned, developed, refined, improved 7
- 8. How I like to think of it It’s something you acquire via your actions and attitude Managing yourself and your attitude Leadership—the ability to (from Tom Peters) Inspire Liberate Achieve Gaining respect and trust Leading in every direction Setting and communicating a clear vision with enthusiasm Inspiring enthusiasm in others Getting things done through others that you could not achieve alone It’s not black magic 8
- 9. What does this mean for us, as individual leaders? “With great power comes great responsibility” Understanding why people follow others means using that understanding responsibly There is a hard way and an easy way—and they will seem counterintuitive Harder: Causing others to change their minds Easier: Creating an environment of influence Others trust you They recognize value in your ideas The buy into and sponsor your ideas They execute those ideas 9
- 10. Causing others to change Why is this hard? It’s outward-focused You can’t change others Focusing on your sphere of influence vs. your sphere of control (which will affect your sphere of influence) 10
- 11. Creating an environment of influence Become a leader Lead/manage yourself, first Focus on your sphere of control (you) That will positively impact your sphere of influence (our relationships with others) Our biggest hurdle is us 11
- 12. Establishing power: Creating an environment of influence
- 13. What do the experts say? John Maxwell James Kouzes and Barry Posner Joel Garfinkle
- 14. 5 Levels of Leadership John Maxwell, Developing the Leader within You
- 15. 5 Ways to be Influential Joel Garfinkle, Getting Ahead: Three Steps to Take Your Career to the Next Level
- 16. 5 Practices of Exemplary Leadership James Kouzes and Barry Posner, The Leadership Challenge Model the way—go first, set the example Inspire a shared vision—enlist others in the vision, know constituents and speak their language Challenge the process—innovate, grow, improve, experiment, take risks Enable others to act—foster collaboration and build trust Encourage the heart—recognize contributions, celebrate values and victories
- 17. Key themes Credibility Trust Exemplar Enable others Inspire others Self Relationships
- 18. Where do you start? Goleman’s emotional intelligence and (in backup) Covey’s 7 habits Maxwell’s approach to attitude & 360-degree leadership 18
- 19. What is “emotional intelligence?” “The capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.” -- Daniel Goleman 19
- 20. Emotional intelligence domains Source: Primal Leadership, by Daniel Goleman, Harvard Business School Press, 2002. (my numbers/arrows ) Self Others Self- Awareness Knowing what we feel at the moment and using that to guide our decision- making Self Management Handling our emotions so that they enhance rather than interfere with performance Social Awareness Sensing what people are feeling, understanding the perspectives of others, and cultivating rapport Relationship Management Handling emotions in relationships well, being able to read social situations accurately, and using these skills to persuade, lead, and negotiate Actions Awareness 20 1 2 3 3
- 21. Emotional Intelligence Skills Assessment (EISA) authors: Steven J. Stein, Derek Mann, Peter Papadogiannis, and Wendy Gordon Perceiving—the ability to accurately recognize, attend to, and understand emotion Managing—the ability to effectively manage, control, and express emotions Decision making—the application of emotion to manage change and solve problems Achieving—the ability to generate th enecessary emotions to self-motivate in the pursuit of realistic and meaningful objectives Influencing—the ability to recognize, manage, and evoke emotion within oneself and others to promote change
- 22. Work from the body, as well as the mind Amy Cuddy, Your Body Language Shapes Who You Are TED Talk http://www.ted.com/talks/amy_cuddy_your_body_language_shapes_who_you_are.html Fake it ’til you ARE it 1. Stand up 2. Raise your arms in a victory stance 3. You ARE powerful Cesar Millan, Cesar’s Rules Own the space
- 23. Using power
- 24. Once you have power… How do you use it? Only for good, not evil.
- 25. Influence Model: Reciprocity Allan Cohen and DavidBradford, Influence without Authority Think in terms of currencies Inspiration-related Task-related Position- related Personal
- 26. Contextual forces shape behavior Allan Cohen and DavidBradford, Influence without Authority
- 27. Power style—how we use our power Jay Hall and James Hawker, Power Management Inventory Discussion 1: .5 / .5 (share) Discussion 2: 0 / 1 (give it up) Discussion 3: 1 / 0 (keep it) Power spectrum
- 28. Power motivation—why we use our power, part 1 Jay Hall and James Hawker, Power Management Inventory Personalized: achievement of personal gain Socialized: need to influence others’ behavior for the common good Affiliative: need to be liked by others
- 29. Power motivation—why we use our power, part 2 Jay Hall and James Hawker, Power Management Inventory Effective use of power within the org is necessary Strong power motivation is essential to good leaders (managers) Socialized power leads to more successful leadership (management) than personalized power
- 30. Interpreting PMI Jay Hall and James Hawker, Power Management Inventory Both Socialized and Personalized should be higher than Affiliative—ideally 25% higher If Affiliative is higher than both Socialized and Personalized, indicates aversion to power For maximum leadership (managerial success), score should reflect greater preference for Socialized power If Personalized Motive is dominant, you might be doing a creditable job, but not without difficulties If Personalized is higher, stay alert to signs of potential abuse of power Goal: Power motivation and power style consistency, which indicates consistent intention vs. effect
- 31. Questions? 31
- 32. Backup Start with…Covey and Maxwell Emotional Intelligence details
- 33. Components of emotional intelligence Definition Hallmarks Self-Awareness • The ability to recognize and understand your moods, emotions, and drives, as well as their effect on others • Self-confidence • Realistic self-assessment • Self-deprecating sense of humor Self-Regulation (Self management) • The ability to control or redirect disruptive impulses and moods • The propensity of suspend judgment— to think before acting • Trustworthiness and integrity • Comfort with ambiguity • Openness to change Motivation (Self management) • A passion to work for reasons that go beyond money or status • A propensity to pursue goals with energy and persistence • Strong drive to achieve • Optimism, even in the face of failure • Organizational commitment Source: “What Makes a Leader?” Daniel Goleman, Harvard Business Review, Nov-Dec 1998. 33
- 34. Components of emotional intelligence (cont.) Definition Hallmarks Empathy (Social awareness) • The ability to understand the emotional makeup of other people • Skill in treating people according to their emotional reactions • Expertise in building and retaining talent • Cross-cultural sensitivity • Service to clients and customers Social Skill (Social awareness) • Proficiency in managing relationships and building networks • An ability to find common ground and build rapport • Effectiveness in leading change • Persuasiveness • Expertise in building and leading teams Source: “What Makes a Leader?” Daniel Goleman, Harvard Business Review, Nov-Dec 1998. 34
- 35. Components of emotional intelligence (cont.) Definition Hallmarks Influence (Relationship management) • Finding the right appeal for a given listener • Knowing how to build buy-in from key sponsors • Building a network of support for an initiative • Very persuasive • Engaging when addressing a group Developing Others (Relationship management) • Understanding goals, strengths and weaknesses • Providing timely and constructive feedback • Show genuine interest in others • Natural mentor or coach Source: Primal Leadership, by Daniel Goleman, Harvard Business School Press, 2002. 35
- 36. The seven habits Dependence Independence Interdependence Private victory: 1. Be proactive 2. Begin with the end in mind 3. Put first things first Public victory: 4. Think win/win 5. Seek first to understand… then to be understood 6. Synergize 7. Sharpen the saw 36 Source: The 7 Habits of Highly Effective People, by Stephen Covey, Simon & Schuster, Inc., 1989.
- 37. Attitude is everything Our attitude determines our approach to life Our attitude determines our relationships with people Often our attitude is the only difference between success and failure Our attitude at the beginning of a task will affect its outcome more than anything else Our attitude can turn our problems into opportunities Our attitude can give us an uncommonly positive perspective 37 Source: Attitude 101, by John Maxwell, Thomas Nelson, 2003.
- 38. Lead in every direction Key lead-up principles Lead yourself exceptionally well Lighten your leader’s load Invest in relational chemistry Become a go-to player Be better tomorrow than you are today Key lead-across principles Understand, practice, and complete the leadership loop Put completing fellow leaders ahead of competing with them Expand your circle of acquaintances (network) Let the best idea win Key lead-down principles See everyone as a “10” (give them an “A”) Develop each team member as a person Model the behavior you desire 38 Source: The 360° Leader, by John Maxwell, Thomas Nelson, 2003.