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LUNCH N LEARN Series
Dr Tim Baker
Enhancing Your Personal
Influence
The power to make other
people agree with your
opinions or get them to do
what you want willingly and
ethically.
We are all in the business of influence …
Your preferred style & approach
The other person(s) style & approach
The context
Baker, T. (2015) The New Influencing Toolkit
16 Influencing Capabilities
The Inquisitive Investigator
Investigators like to
marshal their facts &
figures & assertively
advance their argument.
They use logic to persuade
& tend to be methodical &
structured in their
approach.
Al Gore
The Inquisitive Investigator
Police, scientists &
researchers
Workplace incidents such
as safety or harassment.
Large scale change
initiatives when you want
people to be onboard
The Clear Calculator
Calculators like to
promote the positives of a
proposal & highlight the
weaknesses in the current
position. People know
where they stand with
calculators. They use logic
to advance their cause.
Generally calculators are
good debaters.
Margaret Thatcher
The Clear Calculator
Sales people, financial
advisors, animal trainers,
teachers.
Any new change in the
workplace that will affect
employees & their working
methods requires a leader to
sell the positives of the
change; e.g., harassment &
bullying legislation training.
Situations where the direction
is vague & unclear; e.g., your
belief we should create a new
market for a product.
The Mindful Motivator
Motivators use emotion to
influence. They are big
picture thinkers that link a
cause with a compelling
vision of the future.
Motivators often have a
way with words & can
define a simple and
convincing vision.
Martin Luther-King
The Mindful Motivator
Entrepreneurs, advertising
executives, PR agents,
artistic directors.
Developing a new
strategic direction that
requires the hearts &
minds of people.
Unclear about the
rationale for a new
initiative; e.g., unexpected
cost cutting.
The Collegial Collaborator
Collaborators also
influence using emotion.
But they persuade people
by involving them in the
decision. Collaborators are
great team builders. They
engage people's hearts &
minds.
Mother Teresa
The Collegial Collaborator
Conductor of an orchestra,
funeral directors,
choreographers.
In circumstances where
there are diverse &
strongly held views; e.g.,
team development.
People need to know the
logic & rationale behind a
decision, e.g., introducing
a new CRM system.
Investigation Tools
Using third party endorsements
Structured interviews
Conduct a survey
Process mapping
Calculation Tools
Force-field analysis
Cost-benefit analysis
After action reviews
Motivation Tools
Team values charter
GROW model
Storytelling
Good news stories
Collaboration Tools
Begin with the end in mind
Giving effective feedback
Using a problem-solving approach
Paraphrasing & active listening
Your homework
Complete the profile & implement at
least one of the tools you’ve learnt
Mod 1 – The Ingredients of Effective Feedback
(Friday 17th of February, 2017 from 12pm to 1pm AEST)
Mod 2 – Enhancing Your Personal Influence
(Friday 17th of March, 2017 from 12pm to 1pm AEST)
Mod 3 – Optimising Team Performance
(Friday 7th of April, 2017 from 12pm to 1pm AEST)
Mod 4 – Getting the Very Best from People
(Friday 28th of April, 2017 from 12pm to 1pm AEST)
Mod 5 – Understanding People and their
Personalities
(Friday 19th of May, 2017 from 12pm to 1pm AEST)
Mod 6 – Facilitating Effective Meetings
(Friday 16th of June, 2017 from 12pm to 1pm)

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Enhancing Your Personal Influence

  • 1. LUNCH N LEARN Series Dr Tim Baker Enhancing Your Personal Influence
  • 2.
  • 3. The power to make other people agree with your opinions or get them to do what you want willingly and ethically.
  • 4. We are all in the business of influence …
  • 5. Your preferred style & approach The other person(s) style & approach The context
  • 6. Baker, T. (2015) The New Influencing Toolkit
  • 8. The Inquisitive Investigator Investigators like to marshal their facts & figures & assertively advance their argument. They use logic to persuade & tend to be methodical & structured in their approach. Al Gore
  • 9. The Inquisitive Investigator Police, scientists & researchers Workplace incidents such as safety or harassment. Large scale change initiatives when you want people to be onboard
  • 10. The Clear Calculator Calculators like to promote the positives of a proposal & highlight the weaknesses in the current position. People know where they stand with calculators. They use logic to advance their cause. Generally calculators are good debaters. Margaret Thatcher
  • 11. The Clear Calculator Sales people, financial advisors, animal trainers, teachers. Any new change in the workplace that will affect employees & their working methods requires a leader to sell the positives of the change; e.g., harassment & bullying legislation training. Situations where the direction is vague & unclear; e.g., your belief we should create a new market for a product.
  • 12. The Mindful Motivator Motivators use emotion to influence. They are big picture thinkers that link a cause with a compelling vision of the future. Motivators often have a way with words & can define a simple and convincing vision. Martin Luther-King
  • 13. The Mindful Motivator Entrepreneurs, advertising executives, PR agents, artistic directors. Developing a new strategic direction that requires the hearts & minds of people. Unclear about the rationale for a new initiative; e.g., unexpected cost cutting.
  • 14. The Collegial Collaborator Collaborators also influence using emotion. But they persuade people by involving them in the decision. Collaborators are great team builders. They engage people's hearts & minds. Mother Teresa
  • 15. The Collegial Collaborator Conductor of an orchestra, funeral directors, choreographers. In circumstances where there are diverse & strongly held views; e.g., team development. People need to know the logic & rationale behind a decision, e.g., introducing a new CRM system.
  • 16.
  • 17. Investigation Tools Using third party endorsements Structured interviews Conduct a survey Process mapping
  • 19. Motivation Tools Team values charter GROW model Storytelling Good news stories
  • 20. Collaboration Tools Begin with the end in mind Giving effective feedback Using a problem-solving approach Paraphrasing & active listening
  • 21. Your homework Complete the profile & implement at least one of the tools you’ve learnt
  • 22. Mod 1 – The Ingredients of Effective Feedback (Friday 17th of February, 2017 from 12pm to 1pm AEST) Mod 2 – Enhancing Your Personal Influence (Friday 17th of March, 2017 from 12pm to 1pm AEST) Mod 3 – Optimising Team Performance (Friday 7th of April, 2017 from 12pm to 1pm AEST) Mod 4 – Getting the Very Best from People (Friday 28th of April, 2017 from 12pm to 1pm AEST) Mod 5 – Understanding People and their Personalities (Friday 19th of May, 2017 from 12pm to 1pm AEST) Mod 6 – Facilitating Effective Meetings (Friday 16th of June, 2017 from 12pm to 1pm)