The Coffee Bean & Tea Leaf(CBTL), Business strategy case study
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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
3. About Andrea
īŽ Technical communicator since 1983
īŽ Areas of expertise
ī¨ Information experience design: Content strategy,
information architecture, and interaction design for
content display and delivery, within products and
interactive information delivery systems
ī¨ Architecture, design, and development of embedded assistance (content within
or near the product user interface)
ī¨ Information and product usability, from analysis through validation
ī¨ User-centered process for information development and
information experience design
īŽ IBM Senior Technical Staff Member on corporate Total Information
Experience team in IBM CIOâs office
īŽ University of CA Extension certificate coordinator and instructor
īŽ STC Fellow, past president (2004-05), former member of
Board of Directors (1998-2006), and Intercom columnist (with Alyson Riley)
of The Strategic IA
īŽ ACM Distinguished Engineer
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5. Why influence?
īŽ If you can:
ī¨ Design two UI panels
ī¨ Write three pages
ī¨ Create five icons
ī¨ Drive 10 marketing campaigns
ī¨ Track 45 project work items
ī¨ 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?
īŽ 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?
īŽ Most complex situations require multiple judgments, skills, and experiences
And most importantlyâĻ
Have you ever had a great, innovative ideaâlike the need for a unified content
strategy??âand wanted it implemented in your organization?
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6. From Wikipedia, influence isâĻ
īŽ When the actions or thoughts of individuals are changed
by another individual
īŽ Amount of influence you exert often determined by your
confidence/self-esteem and perceived persona
īŽ Ability to influence also affected by your perceived
expertise, or credibilityâothersâ trust of you and your
knowledge or skill
īŽ 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
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7. Black magic?
īŽ Lots of people think of it this way
ī¨ Charisma
ī¨ Good looks
ī¨ Money
īŽ Itâs a talent
īŽ Youâre born with it
īŽ It canât be learned,
developed, refined,
improved
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8. How I like to think of it
īŽ Itâs something you
acquire via your actions
and attitude
īŽ Managing yourself and
your attitude
īŽ Leadershipâthe ability to
(from Tom Peters)
ī¨ Inspire
ī¨ Liberate
ī¨ Achieve
īŽ Gaining respect and trust
īŽ Leading in every direction
īŽ Setting and
communicating a clear
vision with enthusiasm
īŽ Inspiring enthusiasm
in others
īŽ Getting things done
through others that you
could not achieve alone
īŽ Itâs not black magic
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9. What does this mean for us, as
individual leaders?
âWith great power comes great responsibilityâ
īŽ Understanding why people follow others means using
that understanding responsibly
īŽ There is a hard way and an easy wayâand they will
seem counterintuitive
ī¨ Harder: Causing others to change their minds
ī¨ Easier: Creating an environment of influence
īŽ Others trust you
īŽ They recognize value in your ideas
īŽ The buy into and sponsor your ideas
īŽ They execute those ideas 9
10. Causing others to change
īŽ Why is this hard?
īŽ Itâs outward-focused
īŽ You canât change others
īŽ Focusing on your sphere of influence vs.
your sphere of control (which will affect
your sphere of influence)
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11. Creating an environment of
influence
īŽ Become a leader
īŽ Lead/manage yourself, first
īŽ Focus on your sphere of control (you)
īŽ That will positively impact your
sphere of influence (our
relationships with others)
īŽ Our biggest hurdle is us
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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
īŽ Model the wayâgo first, set the example
īŽ Inspire a shared visionâenlist others in the
vision, know constituents and speak their
language
īŽ Challenge the processâinnovate, grow,
improve, experiment, take risks
īŽ Enable others to actâfoster collaboration and
build trust
īŽ Encourage the heartârecognize contributions,
celebrate values and victories
18. Where do you start?
īŽ Golemanâs emotional intelligence
and (in backup)
īŽ Coveyâs 7 habits
īŽ Maxwellâs approach to attitude
& 360-degree leadership
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19. What is âemotional intelligence?â
âThe capacity for
recognizing our own feelings
and those of others,
for motivating ourselves,
for managing emotions well
in ourselves and
in our relationships.â
-- Daniel Goleman
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20. Emotional intelligence domains
Source: Primal Leadership, by Daniel Goleman, Harvard Business School Press, 2002. (my numbers/arrows
ī)
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
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2
3
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21. Emotional Intelligence Skills
Assessment (EISA)
authors: Steven J. Stein, Derek Mann, Peter Papadogiannis, and Wendy Gordon
īŽ Perceivingâthe ability to accurately recognize,
attend to, and understand emotion
īŽ Managingâthe ability to effectively manage,
control, and express emotions
īŽ Decision makingâthe application of emotion to
manage change and solve problems
īŽ Achievingâthe ability to generate th enecessary
emotions to self-motivate in the pursuit of
realistic and meaningful objectives
īŽ Influencingâthe 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 âtil you ARE it
1. Stand up
2. Raise your arms in a victory stance
3. You ARE powerful
Cesar Millan, Cesarâs Rules
Own the space
24. Once you have powerâĻ
īŽ How do you use it?
īŽ Only for good, not evil. ī
25. Influence Model: Reciprocity
Allan Cohen and DavidBradford, Influence without Authority
īŽ Think in terms of currencies
ī¨Inspiration-related
ī¨Task-related
ī¨Position-
related
ī¨Personal
27. Power styleâhow we use our
power
Jay Hall and James Hawker, Power Management Inventory
īŽ Discussion 1: .5 / .5 (share)
īŽ Discussion 2: 0 / 1 (give it up)
īŽ Discussion 3: 1 / 0 (keep it)
īŽ Power spectrum
28. Power motivationâwhy we use our
power, part 1
Jay Hall and James Hawker, Power Management Inventory
īŽ Personalized: achievement of personal
gain
īŽ Socialized: need to influence othersâ
behavior for the common good
īŽ Affiliative: need to be liked by others
29. Power motivationâwhy we use our
power, part 2
Jay Hall and James Hawker, Power Management Inventory
īŽ Effective use of power within the org is
necessary
īŽ Strong power motivation is essential to
good leaders (managers)
īŽ Socialized power leads to more successful
leadership (management) than
personalized power
30. Interpreting PMI
Jay Hall and James Hawker, Power Management Inventory
īŽ Both Socialized and Personalized should be higher than
Affiliativeâideally 25% higher
īŽ If Affiliative is higher than both Socialized and
Personalized, indicates aversion to power
īŽ For maximum leadership (managerial success), score
should reflect greater preference for Socialized power
ī¨ If Personalized Motive is dominant, you might be doing a
creditable job, but not without difficulties
īŽ If Personalized is higher, stay alert to signs of potential
abuse of power
īŽ Goal: Power motivation and power style consistency,
which indicates consistent intention vs. effect
33. Components of emotional intelligence
Definition Hallmarks
Self-Awareness âĸ The ability to recognize and understand
your moods, emotions, and drives, as
well as their effect on others
âĸ Self-confidence
âĸ Realistic self-assessment
âĸ Self-deprecating sense of humor
Self-Regulation
(Self management)
âĸ The ability to control or redirect
disruptive impulses and moods
âĸ The propensity of suspend judgmentâ
to think before acting
âĸ Trustworthiness and integrity
âĸ Comfort with ambiguity
âĸ Openness to change
Motivation
(Self management)
âĸ A passion to work for reasons that go
beyond money or status
âĸ A propensity to pursue goals with
energy and persistence
âĸ Strong drive to achieve
âĸ Optimism, even in the face of failure
âĸ Organizational commitment
Source: âWhat Makes a Leader?â Daniel Goleman, Harvard Business Review, Nov-Dec 1998.
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34. Components of emotional intelligence (cont.)
Definition Hallmarks
Empathy
(Social awareness)
âĸ The ability to understand the emotional
makeup of other people
âĸ Skill in treating people according to their
emotional reactions
âĸ Expertise in building and retaining talent
âĸ Cross-cultural sensitivity
âĸ Service to clients and customers
Social Skill
(Social awareness)
âĸ Proficiency in managing relationships
and building networks
âĸ An ability to find common ground and
build rapport
âĸ Effectiveness in leading change
âĸ Persuasiveness
âĸ Expertise in building and leading teams
Source: âWhat Makes a Leader?â Daniel Goleman, Harvard Business Review, Nov-Dec 1998.
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35. Components of emotional intelligence (cont.)
Definition Hallmarks
Influence
(Relationship management)
âĸ Finding the right appeal for a given listener
âĸ Knowing how to build buy-in from key
sponsors
âĸ Building a network of support for an initiative
âĸ Very persuasive
âĸ Engaging when addressing a
group
Developing Others
(Relationship management)
âĸ Understanding goals, strengths and
weaknesses
âĸ Providing timely and constructive feedback
âĸ Show genuine interest in others
âĸ Natural mentor or coach
Source: Primal Leadership, by Daniel Goleman, Harvard Business School Press, 2002.
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36. The seven habits
Dependence ī Independence ī Interdependence
īŽ Private victory:
1. Be proactive
2. Begin with the end in mind
3. Put first things first
īŽ Public victory:
4. Think win/win
5. Seek first to understandâĻ
then to be understood
6. Synergize
7. Sharpen the saw
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Source: The 7 Habits of Highly Effective People, by Stephen Covey, Simon & Schuster, Inc., 1989.
37. Attitude is everything
īŽ Our attitude determines our approach to life
īŽ Our attitude determines our relationships
with people
īŽ Often our attitude is the only difference between
success and failure
īŽ Our attitude at the beginning of a task will affect its
outcome more than anything else
īŽ Our attitude can turn our problems into opportunities
īŽ Our attitude can give us an
uncommonly positive perspective
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Source: Attitude 101, by John Maxwell, Thomas Nelson, 2003.
38. Lead in every direction
īŽ Key lead-up principles
ī¨ Lead yourself exceptionally well
ī¨ Lighten your leaderâs load
ī¨ Invest in relational chemistry
ī¨ Become a go-to player
ī¨ Be better tomorrow than you are today
īŽ Key lead-across principles
ī¨ Understand, practice, and complete the leadership loop
ī¨ Put completing fellow leaders ahead of competing with them
ī¨ Expand your circle of acquaintances (network)
ī¨ Let the best idea win
īŽ Key lead-down principles
ī¨ See everyone as a â10â (give them an âAâ)
ī¨ Develop each team member as a person
ī¨ Model the behavior you desire
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Source: The 360° Leader, by John Maxwell, Thomas Nelson, 2003.