22

Leadership Development: Influencing Others without Authority

Breakout Session #WC10-583

Name: Dr. Hany Malik

Rodney Matsushima, Fellow

Date: Monday, July 19, 2010

Time: 11:00 am – 12:15 pm

3

Agenda

• What is Influence?

• What are Sources of Individual Power

and Influence?

• Process and Techniques for

Influencing Others

4

How to:• Increase your influence • Call the shots without authority• Work within challenging

organizational environments

Increase Overall Influence

5

Organization

Team

Individual

• Consider three levels

Question:

6

Individual

• Do you understand the bases of individual power and influence?

• Are you familiar with the characteristics of most influential leaders?

Question:

7

Team

Individual

• How effective are you in influencing teams?

• Do you know what it takes to influence your team to become a high performance team?

Question:

8

• Do you understand the relationships between different entities of the organization?

• Are all parts of the organization working at maximum efficiency to support the strategy?

Organization

Team

Individual

Alignment

9

• Demonstrate how ideas align all levels to support the organization’s mission to maximize influence

Mission

Organization

Team

Individual

Individual Level

To increase your influence on the

individual level, you must understand:

1. Characteristics of highly influential leaders

2. Different bases of individual power and influence.

10

Org

Team

Individual

The Extraordinary LeaderJohn H. Zenger & Joseph Folkman

LEADINGORGANIZATIONAL

CHANGE

PERSONALCAPABILITY

INTERPERSONALSKILLS

FOCUS ONRESULTS

Characteristics of Extraordinary Leaders

11

O

r

g

Team

Individual

Character

12

• Integrity, credibility, telling the truth,…• Making decisions with the organization

paramount in their mind versus allowing a personal agenda to influence decisions.

• Keeping commitments that are made• Practicing self-development; constantly

learning• Being receptive to, and specifically

asking for, feedback from others• Being approachable by anyone• Treating everyone the same – no “smiling

up and kicking down” behavior

O

r

g

Team

Individual

Character – Con’t

13

• Treating the waitress and bellhop with dignity, as well as people of high status

• Trusting other people; assuming good intentions

• Working collaboratively with others, versus seeing everyone as a competitor

• Not acting in an arrogant manner toward others

• Being tenacious and not giving up because something is difficult

• Having emotional resilience; adjusting rapidly to changing environments

O

r

g

Team

Individual

Personal Capability

14

• Technical knowledge• Product knowledge • Professional skills (e.g, project

management, writing skills, presentation skills, …etc)

• Innovation• Initiative • Effective use of information technology

O

r

g

Team

Individual

Interpersonal Skills

15

• Communicating powerfully and prolifically

• Inspiring others to high performance• Building positive relationships with

others • Developing the skills and talents of

subordinates• Working in collaborative manner with

others• Being an effective team member• Recognizing and rewarding the

contribution of others

O

r

g

Team

Individual

Interpersonal Skills – Con’t

16

• Being open and receptive to new ideas • Responding positively to feedback• Effectively resolving conflicts within their

own departments and with other groups outside

• Influencing people upward in the organization, in addition to peers and subordinates

• Building the self-esteem of others, giving positive indications of their ability to succeed

• Teaching others in a helpful manner

O

r

g

Team

Individual

Focus on Results

17

• Establish stretch goals for their people

• Take personal responsibility for the outcomes of the group

• Provide ongoing feedback and coaching to their people

• Set loftier targets for the group to achieve

• Personally sponsor an initiative or action

O

r

g

Team

Individual

Focus on Results – Con’t

18

• Initiate new programs, projects, processes, client relationships or technology

• Focus on organization goals and ensure that they are translated into actions by their department

• Operate with speed and intensity; accelerate the pace of the group

• Champion the cause of the customer

• Balance long-term and short-term objectives

O

r

g

Team

Individual

Leading Organizational Change

19

• Have a strategic perspective• Balance short-term and long-term

needs of the organization• Relate work to the organization’s

business strategy• Translate the organization’s vision

and objectives into challenging and meaningful goals for others

• Champion change

O

r

g

Team

Individual

Leading Organizational Change – Con’t

20

• Lead projects or programs, presenting them so that others support them

• Market work group’s projects, programs, or products

• Represent to key outside groups• Help people relate meeting customers’

needs to the organization mission and goals

O

r

g

Team

Individual

Increasing Your Influence on the Team Level

27

• Small Number• Complementary Skills• Common Purpose • Performance Goals• Common Approach• Mutual Accountability• Members committed to one another’s

personal growth and success

Katzenbach’s High Performing Teams Model

O

r

g

Team

Individual

Increasing Your Influence on the Organizational Level

28

O

r

g

Team

Individual

*Suntiva’s Organizational Assessment ModelCopyright 2010 Suntiva All Rights Reserved

Bases of Individual Power and Influence*1. Reward Power: Results from the holder’s ability to reward

others

2. Coercive Power: Results from the holder’s ability to punish others

3. Legitimate Power: Based on recognition of the holder’s valid authority in a given situation

4. Referent Power: Based on a person’s attraction to or desire to be like the holder of power.

5. Expert Power: Based on the belief that the power holder has special knowledge or expertise

*French and Raven's Five Forms of Power

21

Good News:Research shows that leaders who combined expert and referent power tend to be most effective. These two sources of power are based more on characteristics of the person than the position or situation; therefore, their combination is likely to result in greater acceptance of the leader and greater effectiveness on long-term basis.

22

O

r

g

Team

Individual

Credibility

25

• Research shows that the one CRITICAL condition to activating all types of power is CREDIBILITY. Credibility takes time to develop Without credibility, influencing without authority is

virtually impossible Does the individual want to do the right thing?

Does he or she know what the right thing to do is? And can he or she get it done?

O

r

g

Team

Individual

How to Have Influence

26

Link to Mission and

Values

Overinvest in Skill Building

Harness Peer Pressure

Create Social Support

Align Rewards and Assure

Accountability

Change the Environment

Personal

Social

Structural

Motivation Ability

* “How to Have Influence,” --Joseph Grenny, David Maxfield, Andrew Shimberg

1 2

3 4

5 6

Q & A

30

?

28

Additional Resources• “Influencer,” Kerry Patterson, Joseph Grenny,

David Maxfield, Ron McMillan and Al Swizler

• “Influence,” Robert Cialdini

• “Why You Don’t Want What I Want,” Rick Maurer

• “Exercising Influence,” B. Kim Barnes • “Getting Things Done When You Are Not In

Charge”, Geoffrey M. Bellman

• “Bases of Social Power,” French and Raven

• Suntiva’s Organizational Assessment Model