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Influence without Authority: Applying the Art of Motivation


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Influence without Authority: Applying the Art of Motivation

  1. 1. Influence Without Authority: Applying the Art of Motivation (aka, mind tricks of the Jedi masters) Presented by Andrea L. Ames @aames IBM Senior Technical Staff Member / Information Experience Strategist & Architect
  2. 2. About Andrea  Technical communicator since 1983  Areas of expertise  Information architecture and design and interaction design for products and interactive information  Information and product usability—from analysis through validation  User-centered design and development process  IBM Senior Technical Staff Member  University of CA Extension certificate coordinator and instructor  STC Fellow, past president (2004-05), and member of Board of Directors (1998-2006)  ACM Distinguished Engineer 2
  3. 3. Why influence?  If you can:  Write three pages  Design two UI panels  Create five icons  Track 10 project work items  Write 100 lines of code in a day, how many are produced when three people are tracking, writing, designing, creating? Ten? 50? 300?  Have you ever had a great, innovative idea and want it implemented in your organization?  Are you expert at every aspect of technical communication or project management? If so, do you have the bandwidth to be a one- person show?  Most complex situations require multiple judgments, skills, and experiences 3
  4. 4. 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 4
  5. 5. Black magic?  Lots of people think of it this way  Charisma  Goodlooks  Money  It’s a talent  You’re born with it  It can’t be learned, developed, refined, improved 5
  6. 6. How I like to think of it  It’s something you acquire via your actions and attitude  Inspiring enthusiasm  Leadership—the ability to  Getting things done (from Tom Peters) through others that you  Inspire could not achieve alone  Liberate  Managing yourself and  Achieve your attitude  Gaining respect and trust  Leading in every direction  Setting and  Staying sane communicating a clear  It’s not black magic vision with enthusiasm 6
  7. 7. Critical components of respect  Treat others with the respect you want  Trust: Be honest; admit mistakes; be candid and direct in a timely manner  Integrity: Meet your commitments; don’t over commit; set expectations clearly, and meet or exceed them  Personal responsibility: Be quick to take the blame, slow to place it  Transparency: Whenever possible (if your job role enables it – e.g., not a manager) err on the side of being more open/transparent vs. less Live personal responsibility and accountability – be the exemplar 7
  8. 8. Critical components of sanity  Recognize that people are unpredictable  Recognize that some people are just difficult, having a bad day, believe that business relationships are based on like/dislike, etc.  In the end, you can really only take responsibility for you; recognize when you have a management issue and deal with it directly and unemotionally Live personal responsibility and accountability – be the exemplar 8
  9. 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. 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. 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. 12. Creating an environment of influence 12
  13. 13. Where do you start?  Goleman’s emotional intelligence  Covey’s 7 habits  Maxwell’s approach to attitude & 360-degree leadership 13
  14. 14. 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 14
  15. 15. Emotional intelligence domains Self Others Self- Social Awareness 2 Awareness Knowing what we feel at Sensing what people are the moment and using that feeling, understanding the Awareness to guide our decision- perspectives of others, and making cultivating rapport 1 3 Relationship Self Management Actions Management Handling emotions in relationships Handling our emotions so that they enhance 3 well, being able to read social rather than interfere with situations accurately, and using performance these skills to persuade, lead, and negotiate Source: Primal Leadership, by Daniel Goleman, Harvard Business School Press, 2002. 15
  16. 16. 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 Source: The 7 Habits of Highly Effective People, by Stephen Covey, Simon & Schuster, Inc., 1989. 16
  17. 17. 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 Source: Attitude 101, by John Maxwell, Thomas Nelson, 2003. 17
  18. 18. 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 Source: The 360° Leader, by John Maxwell, Thomas Nelson, 2003. 18
  19. 19. OK, I’m influential…now what?  It’s time to get execs to “buy” and sponsor your ideas!  Influencing “up” effectively means:  Knowing what’s important to them – “what keeps you up at night?”  Speaking their language – in terms of revenue, costs, value, loyalty, time, productivity  Making them look good  Letting them take credit  Being accountable – committing, delivering, and taking responsibility (good and bad)  Articulating value of results  Continually improving and adding to personal value being delivered 19
  20. 20. OK, I’m influential…now what? (cont.)  It’s time to team!  Teaming effectively means  Delegating  Leading and following  Having my expertise and acknowledge others’ expertise  Bringing my strengths to the team and recognizing and leveraging the strengths of others  Valuing the diversity across the team  Committing to the team and recognizing others’ commitment  Being accountable to the team and expecting the same of others  Making some sacrifices, committing some time, and being unselfish in order to win and develop personally and professionally 20
  21. 21. Overcoming Obstacles 21
  22. 22. Just because you’re influential doesn’t mean things will always go smoothly  Common personal obstacles  People are people, and they are sometimes negative, often have their own agendas, and really hate change  I disagree; that’s not my agenda  It’s not my job  …  you’ve probably heard them all  Taking initiative without ruining relationships  Others that you’re facing?  It takes time to develop and maintain the relationships that underlie influence, and you need to plan for that 22
  23. 23. Influencing people  Build the emotional bank account (Covey)  Seek first to understand, then to be understood (Covey)  Lead across (Maxwell)  Put completing fellow leaders ahead of competing with them (WIIFT – consider everyone a leader)  Expand your circle of acquaintances  Let the best idea win (stay open; it might not be yours)  Synergize (Covey) 23
  24. 24. Taking initiative without ruining relationships  Exceeding your authority – messing with folks higher up in the food chain  Lead up: Lighten your leader’s load (Maxwell)  Become a go-to player (Maxwell)  Stepping on toes – messing with your peers  Buildthe emotional bank account (Covey)  Lead across: Put completing fellow leaders ahead of competing with them (Maxwell) 24
  25. 25. A few parting thoughts…tough love   People do what they see.  If you are an anointed leader, take a good, long, hard look at your team, and you will see what they see when they look at you. This is a very hard and uncomfortable introspective exercise. If your team is not behaving in the way you would like, what are you doing that’s inspiring that behavior?  If you are a team member, take a good, long, hard look at yourself, and you will see the example you believe your leader is setting. Only you can control your behavior. You don’t have to be the mirror image of a bad leader. Lead yourself better than your leaders lead you—even the good ones!  Buck up, folks. Our world is all about change. If we don’t change, we stagnate and become unimportant to our employers and clients. And lose our jobs or contracts. If that doesn’t motivate you, nothing will.   Sometimes, you have to escalate. Get management involved in the real management issues. And if your manager is not resolving the issue and not explaining why it isn’t an issue, you might need to escalate further. This will make you extremely unpopular. Learn how to partner with management to resolve these kinds of issues before you are forced to take extreme measures.  Business is not a popularity contest. Care less about people liking you, and more about doing the right thing, having integrity, being respected. If you can learn how to do this without alienating the people around you, you will have mastered the art of the influence, or the Jedi mind trick. 25
  26. 26. Resources  The 7 Habits of Highly Effective People, Stephen R. Covey  Emotional Intelligence: Why it can matter more than IQ, Daniel Goleman  The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team, John C. Maxwell  The 360° Leader, John C. Maxwell  Attitude 101, John C. Maxwell  The Wisdom of Teams: Creating the High- Performance Organization, Jon R. Katzenbach and Douglas K. Smith  Leadership, Tom Peters  Influencer: The Power to Change Anything, Kerry Patterson and Joseph Grenny  The Charisma Myth: How Anyone Can Master the Art and Science of Personal Magnetism, Olivia Fox Cabane 26
  27. 27. Questions? 27
  28. 28. Contacting/following/connecting with Andrea E-mail: aames@pobox.com Twitter: @aames, @TMWLala, @strategicIA Facebook: www.facebook.com/alames, http://www.facebook.com/pages/The-Strategic-IA LinkedIn: http:// www.linkedin.com/in/andreaames Blog: thinkmorewriteless.wordpress.com/ 28
  29. 29. Backup Emotional Intelligence details Teaming details
  30. 30. Components of emotional intelligence Definition Hallmarks Self-Awareness • The ability to recognize and understand • Self-confidence your moods, emotions, and drives, as • Realistic self-assessment well as their effect on others • Self-deprecating sense of humor Self-Regulation • The ability to control or redirect • Trustworthiness and integrity disruptive impulses and moods • Comfort with ambiguity • The propensity of suspend judgment— • Openness to change to think before acting (Self management) Motivation • A passion to work for reasons that go • Strong drive to achieve beyond money or status • Optimism, even in the face of failure • A propensity to pursue goals with • Organizational commitment energy and persistence (Self management) Source: “What Makes a Leader?” Daniel Goleman, Harvard Business Review, Nov-Dec 1998. 30
  31. 31. Components of emotional intelligence (cont.) Definition Hallmarks Empathy • The ability to understand the emotional • Expertise in building and retaining talent makeup of other people • Cross-cultural sensitivity • Skill in treating people according to their • Service to clients and customers emotional reactions (Social awareness) Social Skill • Proficiency in managing relationships • Effectiveness in leading change and building networks • Persuasiveness • An ability to find common ground and • Expertise in building and leading teams build rapport (Social awareness) Source: “What Makes a Leader?” Daniel Goleman, Harvard Business Review, Nov-Dec 1998. 31
  32. 32. Components of emotional intelligence (cont.) Definition Hallmarks Influence • Finding the right appeal for a given listener • Very persuasive • Knowing how to build buy-in from key • Engaging when addressing a sponsors group • Building a network of support for an initiative (Relationship management) Developing Others • Understanding goals, strengths and • Show genuine interest in others weaknesses • Natural mentor or coach • Providing timely and constructive feedback (Relationship management) Source: Primal Leadership, by Daniel Goleman, Harvard Business School Press, 2002. 32
  33. 33. Leading teams means delegating  If you are the delegate-ee, you might feel like “delegating” means “unload the scutwork onto someone below me”  In a healthy teaming environment, with a good leader, “delegating” means making opportunities for people to grow and develop  As a leader, ask yourself  What am I or others doing today that others could learn and grow from?  What are the aspirations of the people on my team, and how can I make opportunities for them from within the pool of work that needs to be done?  How can I grow people to replace me?  How can I ensure that I’m not the only person in the room with all the answers? That I don’t need to be at every meeting?  If you are feeling overworked, overwhelmed, and out of bandwidth – especially when you think about making time for your own career development – there’s a good chance you’re “hoarding” potential opportunities for others  33
  34. 34. John Maxwell’s 17 laws of teaming  Significance: One is too small a number to achieve greatness  The Big Picture: The goal is more important than the role  The Niche: All players have a place where they add the most value  Mount Everest: As the challenge escalates, the need for teamwork elevates  The Chain: The strength of the team is impacted by its weakest link  The Catalyst: Winning teams have players who make things happen  The Compass: Vision gives team members direction and confidence  The Bad Apple: Rotten attitudes ruin a team  Countability: Teammates must be able to count on each other when it counts  The Price Tag: The team fails to reach its potential when it fails to pay the price  The Scoreboard: The team can make adjustments when it knows where it stands  The Bench: Great teams have great depth  Identity: Shared values define the team  Communication: Interaction fuels action  The Edge: The difference between two equally talented teams is leadership  High Morale: When you’re winning, nothing hurts  Dividends: Investing in the team compounds over time Source: The 17 Indisputable Laws of Teamwork, by John Maxwell, Thomas Nelson, 2001. 34
  35. 35. Team obstacles Combat weak links with the Law of Dividends and 1. My team has weak links (Law of 1. investing in Covey’s emotional bank account! Invest the Chain) in team skill building, coaching, and mentoring. Rotten attitudes are tough. You can try to find an 2. My team has rotten attitudes 2. underlying cause and address it. Some people are (Law of the Bad Apple) just negative. If it’s bad enough, it can be a management issue. 3. My teammates are self- 3. Establish the importance of the goal over centered (focused on their teammates’ roles by telling them WIIFM (what’s in it for me). If you reach your goal, how do each of your role and the importance of agenda-holding teammates benefit or prosper? 4. Teammates must be countable and accountable. that role) and have personal This issue quickly becomes a challenge for management to handle. Very carefully delegate agendas (Law of the Big Picture) with clear, documented expectations. Get your manager’s advice. Check in often with your 4. I can’t count on my delegate-ee and your manager to determine and report progress. If things fall apart, get your teammates (Law of Countability) manager to step in. If you are bringing new members onto an existing 5. My team doesn’t share the 5. team, get buy-in around values by telling new same values (Law of Identity) teammates WIIFM (what’s in it for me). How does execution against the team’s values benefit them? If you are starting a new team, let the team develop and codify the team values! Nothing engenders buy-in like ownership! 35
  36. 36. Recognition  There’s no such thing as too much  Be very careful to reward the right people – nothing eats away at team morale like feeling that someone else got recognition for your work  As a team leader, I recognize my team for all of the team’s successes and take responsibility for all of the team’s upsets—specifically, I try to:  Send a lot of mail to managers throughout the project to note the small victories and little extras of my teammates  Find opportunities for my team to get accolades from “the big wigs” (execs, architects) for our successes  Reward “good attitude” and recognition of my team from outside my team  Use “I” and take ownership of resolving the issue, if I must report that the team is behind schedule, not delivering what was expected, etc.  This is a personal style, but it has worked very well for me  I believe my teams know that I support them and am willing to take a bullet for them, thus they are much more likely to go the extra mile for the team (sometimes just for me) to ensure success  So much of team leadership is about trust and rapport… 36

Notes de l'éditeur

  • Be clear about the outcome, result, goal, etc., to be achieved Don’t dictate the method for achieving the outcome Be available for guidance along the way Check in regularly, but don’t micromanage