Handout from Influencing Skills Workshop - Hillary Robertson

1. Double Loop Development
Decision-making styles
Followers (36%)
 Risk-averse
 Worried about making the wrong choice
 Make decisions on the basis of how they made similar decisions in the
past or on how others they trust have made decisions.
 Generally cautious
 More aware of cost-effectiveness than some others.
 Focus on proven methods.
 Unlikely to decide in favour of something entirely untried but like idea
of innovation.
 May repeatedly challenge your position
 Only agree to something if seen it elsewhere first.
How to influence
 Demonstrate where others have succeeded with similar decisions.
 Provide the evidence.
 Avoid selling yourself unless you have a proven track record
 Look for previous decision the person has taken (or people they
trust) which support what you want and refer to those.
 Focus on cases studies,
 Use references & testimonials
 Present more evidence in support of your favoured option than
alternatives
Responds best to:
 Reason
 Coalition
Tigh a’ Mhaide, Brig o’ Turk, Perthshire, FK17 8HT
e-mail: hilary.robertson@doubleloopdevelopment.co.uk
Tel: 0131 208 2701

2. Double Loop Development
Charismatics (25%)
 Like new ideas
 Enthusiastic & captivating
 Talkative
 Dominant
 Short attention span
 Methodical decision-makers
 Can process large amounts of information quickly
 Influenced by visual interpretations
 Can get really enthusiastic about a new idea
 Will not make a decision unless facts support
 Make decisions on the basis of balanced information
 Take responsibility for decisions
How to influence
 Focus on results
 Demonstrate evidence
 Impress with your intelligence
 Keep arguments simple and straightforward
 Use visual aids
 Be up-front about possible problems/risks
Responds best to:
 Reason – but be sure to start with most critical info
 Coalition or higher authority – influenced by other senior
people/people they respect
Tigh a’ Mhaide, Brig o’ Turk, Perthshire, FK17 8HT
e-mail: hilary.robertson@doubleloopdevelopment.co.uk
Tel: 0131 208 2701

3. Double Loop Development
Sceptics (19%)
 Very strong personality
 Suspicious of new data
 Especially suspicious of anything that challenges their view
 Trust people like themselves
 Can seem aggressive and combative
 Usually take charge
 Can be rebellious
 Demanding of both time & energy
 Regularly disagree with espoused views or the status quo
 Quite self-absorbed and act primarily on feelings
 Almost always tell you what they think
How to influence
 Credibility is vital.
 If you don’t have enough find some
 Enlist support of someone sceptic trusts
Responds best to:
 Friendliness – building up a relationship so that they trust your
judgement
 Coalition or higher authority – gaining an endorsement or enlisting
help/support from someone the sceptic trusts
Tigh a’ Mhaide, Brig o’ Turk, Perthshire, FK17 8HT
e-mail: hilary.robertson@doubleloopdevelopment.co.uk
Tel: 0131 208 2701

4. Double Loop Development
Thinkers (11%)
 Can be the hardest group to influence.
 Strongly risk-averse
 Slow to reach a decision
 Set considerable store by arguments backed up by firm data
 Like quantitative & comparative data
 Usually academic, intelligent, cerebral
 Logical
 Guard emotions
 Voracious readers
 Choose words carefully
 Always try to anticipate change
 Play to win
How to influence
 Have as much information ready as possible eg
 Cost-benefits
 Surveys
 Option appraisals
 Explain position from all perspectives
 Address counter arguments
 Explain carefully how you arrive at your conclusions
 Be open about any concerns/risks
 Appeal to thinker’s intelligence
Responds best to
 Reason
Tigh a’ Mhaide, Brig o’ Turk, Perthshire, FK17 8HT
e-mail: hilary.robertson@doubleloopdevelopment.co.uk
Tel: 0131 208 2701

5. Double Loop Development
Controllers (9%)
 Usually strong personalities
 Sometimes overbearing
 Seen as logical, unemotional
 Dislike ambiguity and uncertainty
 Driven by own fears and insecurities
 Only see things from own perspective
 Given to snap judgements
 May discuss decision with others but rarely listens
 Focused on facts and analyse arguments carefully
 Pay attention to the fine detail as a way of covering up their fears
 Open to fact or evidence-based reasoning.
 Controlling is more important that innovating
 Try to avoid being held accountable
How to influence
 Argument must be structured & linear
 Credibility is vital
 An expert should present info
 Avoid pushing your point of view too hard
 Provide all the information required and let the controller come to
their own decision
 Be prepared to wait
Responds to
 Reason
 Friendliness
Tigh a’ Mhaide, Brig o’ Turk, Perthshire, FK17 8HT
e-mail: hilary.robertson@doubleloopdevelopment.co.uk
Tel: 0131 208 2701