Amazing 30 Somethings: Increase your influence and build your power
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In this free workshop Amazing 30 Somethings will explore their power as leaders. To be a leader it is necessary that you learn how to respectfully earn and wield power to get things done. At this workshop you will learn: 1) The two main power groups that are used in leadership 2) The 5 forms of power you can use to increase your influence 3) How to build expert power so that you can maintain your leadership identity This workshop is for you if : 1) You want to yield more influence 2) You want to be seen as an expert amongst your peers 3) You want build your confidence as a leader
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Amazing 30 Somethings: Increase your influence and build your power
- 1. Increase your Influence & Build Your Power Brought to you by Amazing 30 Somethings S A 3 AMAZING 30 SOMETHI NGS 1
- 2. 2 Amazing 30 Somethings Hands- on excursions, explorations and experiences Immersion Professional Development, Entrepreneurship & Life Style Design Education Life Long Colleagues, Partners and Friends Peer Connections
- 3. 3 Trainer.Coach.Consult ant Dominique Aubry linkedin.com/DominiqueA ubry twitter.com/aubrybella facebook.com/This30sli fe I am strategic operations professional with 10+ years experience leading teams in government, nonprofit and for- profit organizations I am a Lean Startup expert training over 1000+ entrepreneurs and business professionals around the world. My specialty is helping people create life- styles that are fulfilling and freeing while building success and confidence. Meet Dominique
- 5. The measure of a man is what he does with power. –Plato The object of power is power. -George Orwell, 1984 Knowledge is power. - Francis Bacon Do the thing and you will have the power. - Ralph Waldo Emerson 5
- 6. The 6 Power Frameworks Building Expert Power AGEN DA Power Categories 6
- 8. 2 Main Power Types 8 Positional Power : Based on position/ title Personal Power: Character traits that are admired
- 9. Types of Power 9 Legitimate Expert Reward Coercive Informational Referent
- 10. Right to Control Applies in specific situations Get good at partnerships Right to make demandsCultural norms and organizational structure provide the basis for legitimate power Positional Power: Legitimate 10 This type of power is unpredictable and unstable .
- 11. Focus on threats and punishment Used as a last resort Make sure you are justified Often causes resentmentThough allowed often times this power type is abused Positional Power: Coercive 11 Can be seen as a bully
- 12. Rewards as incentives Praise and thanks are always appreciated Make sure you can make good on your promise Focus on desire- abilityBased on perceived power that may not be as strong as assumed Positional Power: Reward 12 When rewards don’t have enough perceived value your power weakens.
- 13. Information itself is irrelevant until used as leverage Requires a lot of responsibility Get good at decision- based communication Based on access Informational power can move very quickly Positional Power: Informational 13 Information can help or hurt others
- 14. Based on likeability Can be abused easily Be clear Carries a lot of influencePower based on “feel good” factor Positional Power: Referent 14 Must check for integrity and honesty
- 15. Based on knowledge and skill Can be seen as condescending Widen your perspective Tends of outperform othersAs an expert your ideas have value and your leadership is respected Positional Power: Expert 15 You can expand your expertise and reputation into other subject issues
- 17. How to Build Expertise Make TimeChoose Expertise What time is best? • Make a commitment • When is best for you? • Be glad not sad How to pick an area of expertise? • Motivating topic • Knowledge gaps/ industry skills • Niche down What should I do? • Stay up to date • Continually build skills • Find a mentor Identify opportunities 17
- 19. Good quality information marks out the context in which the leader operates Talk to both clients & experts Expert- Status can open Doors The amount of research based on scale of the decision Information Gathering Quality Information Ask the right questions Task Related Information In- depth knowledge Better background data the more effectively it is prioritized 19
- 21. Expert Power Model 21 1 Promote your image Make sure others are aware of your expertise 2 Maintain Credibility Try to avoid making careless comments 3Be decisive As a leader take charge in an emergency. 4 Manage Self- Esteem Be careful in how to exercises your expert power.
- 22. June 8th Capital One Café 6:30pm Increase your influence and build your power ------------------------------------------------------- June 9th Cornwalls 6:30pm Bangers & Board Games ------------------------------------------------------- June 14th Capital One Café 6:30pm Career Boost ------------------------------------------------------- June 15th Wework 51 Melcher 6:00pm Increase Your Situational Leadership ------------------------------------------------------- June 23rdth Forge Baking 9:00am Percolate & Ideate 22 Upcoming Events
- 23. 30 Year Old Exec Ebook gum.co/30yroldexec $9.97 ONLY $4.98!!! 23 TRANSFORMATIONAL LEADERSHIP BOOTCAMP 50% OFF UNTIL MIDNIGHT SUNDAY JUNE 12th Discount Code WHAT YOU WILL LEARN: • How to motivate others in a highly technical, millennial-ized culture • Where you are in your journey toward becoming a transformational leader • How to create your Personal Leadership Philosophy THIS IS FOR ANYONE WHO: • Wants to build leadership and confidence so they can move up in their career • Wants to become transformational in their work and create huge impact • Wants to skill up to be able face 21st century challenges head on Bootcamp Price: $175 87.50 Discount code: A3S50TLB12 Learn More @ a3stlb.eventbrite.com
Notes de l'éditeur
- Hi Everyone My name is Dominique Aubry and welcome to the Build your Leadership Workshop brought to you by Amazing 30 Somethings
- Amazing 30 somethings is a community of 30 year olds working to create a better world. We focus on providing folks in their 30’s with educational programming, immersion , peer connections. The idea behind Amazing 30 somethings, is simple…. Every says that you have to have it together at 30.... And the truth is even though many of us are amazing ... We don’t necessarily have it together and combine that with the economy, climate issues, global issues and the fact that we are the next world leaders it is time we got a little support to manage our lives and the world during this dynamic period. That is what this group-Amazing 30 somethings seeks to do.
- The ability to do something or act in a particular way, especially as a faculty or quality. the capacity or ability to direct or influence the behavior of others or the course of events. Think of a leader you’ve known who relied on his or her ability to discipline or reward people to get things done. Then, remind yourself of a leader who was a renowened expert in his field, or who you really admired for his intergrity. How did it feel to work with these leaders, and which one got the best from you? The way a leader behaves toward you and how effectively you work as a result can both depend on the source of their power. And their power need not come from their official status or title.
- Power has had a a werid story in history and have evolved with the time. Different pespectives on power…. Power is external , it is transcational , utilitarian... useful..... Internal.
- Positional power – i.e. based on position, manager, teacher, even a doctor…. We all have experienced positional power before. Can everyone name a scenerio where they have held positional power
- Who has legitimate power- a president, prime minister, or monarch, CEO, religious minsters or even a fire chief, Electoral mandates, social hierarchies, cultural norms and organizational structure all provide the basis or legitimate power. This type of power , can be unpredictable and unstable. If you lose the title or position, your legitimate power can instantly disappear. Because people were influenced by the position you held rather than by you. Also, the scope of your power is limited to situations that others believe you have a right to control . Fire chief tells people to stay away from a fire they will listen but if he tries to make tow people act courteously toward one another, they’ll like ignore the instruction. Comes from the belief that a person has the form right to make demands ( authorities) – Unpredictable and unstable- if you lose your position
- This source of power is also problematic and can be abused. It can cause dissatisfaction or resentment among the people it’s applied to. Threats and punishment are common coercive tools. You use coercive power when you imply or threaten that someone while be fire, demoted, or denied privileges. While your position may allow you to do this, it doesn’t mean that you always have the justification to do so. Sometimes you may need to punish people as a last resort but if you use coercive power to much people will leave. This comes from the belief that a person can punish others for noncompliance- can be seen as a bully
- This results from one person’s ability to compensate another person for compliance – might not be as strong as it may seem- you might not have salary controls , or rewards don’t have enough perceived value your power weakens ( example) People in power are often able to give out rewards. Raises, promotions, desirable assignments, training opportunities, and simple compliments- these are examples of rewards controlled by power” in power” If others expect that you'll award them for doing what you want, there’s a high probability that they’ll do it. The problem with this is that it may not be as strong as first seems. For example: Supervisors rarely have complete control over salary increases, managers often can’t control promotions themselves and even CEO’s need permission from their board of directions for some actions. When you use up rewards, or when the rewards don’t have enough perceived value your power weakens. - The only exception is praise and thanks. We love to receive them all the time.
- Having control over information that others need or want puts you in a powerful position. Having access to confidently reports… are example of informational power. In today’s economy information is a particularly potent form of power. The power dervishes not from the information itself but from having access to it, and from being in a position to share, withhold, manipulate, distortive or conceal it. With this type of power you can use information to help or hurt others.
- Comes from one person liking and respecting another, and identifying with her in someway. Celebrities have referent power, I an work place someone with referent power often makes everyone feel good so they tend to have a lot of influence. Referent power can be a big responsibility because you don’t necessarily have to do anything to earn it. So it can be abused quite easily. Someone whiz is liable but lacks integrity and honesty may rise to power, and use that power opt hurt and alienate people as well as to gain personal advantage.
- This is based on a person’s high level of skill and knowledge – it’s a win When you have knowledge and skills that enable you to understand a situation, suggest solutions, use solid judgment and generally outperformed others, people will listen to you, trust you and respect what you say. A subject matter expert your ideas will have value and others will look to you for leadership You can expand your confidence, decisiveness, reputation and rational thinking into other subject issues. This is a good way to build and maintain expert power and to improve your leadership skills.
- 2) Look at the skills your industry considers important? Do these interest you? Are there areas that are highly-valued, that you’re already proficient in, and that you could develop further? look at knowledge gaps in your organization, areas that are under-served have the potential to make the biggest difference….don’t overlook knowledge that your organization doesn’t yet know it needs if you work with clients, what skills or techniques do they value? How could a particular area of expertise help them succeed. Choose a niche, master it. The broad the field the hard it will be do to master it. Scheduling time: Make a commitment to put aside time. Lunch/before bed/in the morning Build your knowledge: take classes gather information Actively seek out challenging assignments that will test your skills Join a local association Us social networking Find a mentor Attend relevant conferences Keep up to date Expertise trap- you have a new role and use techniques that worked in the old role. Have the humility opt know you don’t know everything and be open to new ideas. Question to ask…. What is different about this role than the last.
- The most basic perspective- widening tool an effective leader requires. Good quality information marks out the context in which the leader operates, creates the information patters from which ideas emerge and provides the criteria by which ideas are screened and assessed. Build background data to build their view of the world in which they operate. Information is made up of countless facts, trends, opinions that they encounter and observations they make on a daily basis. The higher the quality of background data the more effectively they prioritize it, The more accurate their view of the world will be and the better their judgment and “common sense” By contract task-related information is gathered for a specific purpose. Background information: Arguments that are created with just task-related information are brittle and can be knocked down with previously unknown facts that just don’t fit. This is where ideas need to be tested wit the common sense that comes from diligently acquired background information. Things you can do to build background information: While easy these activities to be lost under the pressures of a hectic schedule Task Related information: Understanding how much research you should do Making sure you ask the right questions Gathering the information you need ? The amount of research you take depends on the scale of the decision, the time available and the consequences of getting it wrong. Making sure you are asking the right questions, ideally with both, client or experts,… then make sure you draw andy predefined frameworks you can find where people have tried to make a system or process for solving this type of problem. Free information ( google it ) Free information from reliable source- business org, institutional libraries, academic resources Packaged information for sale/paid- financial reports, competitor research Gather yourself- interviewing or conducting your own research surveys Finally, while information gathering is an essential skill for an effective leader, bear in mind that the information is not an end in itself. It is useful because it serves as an input towards generating ideas and building vision. Developing in-depth knowledge Expert status can open doors- work assignments, job promotions, speaking invitations , publishing opportunities and a great reputation. Also add purpose to your work because you’re in a position to help others in really significant way.
- Ways to build expert power Promote an image of expertise: - a leader should subtly make sure his peers/ superiors are aware of his formal education, relevant work experience and significant accomplishments Basic way to do this is to display diplomas, licenses, awards in our office or on your desk. Or make subtle references to prior education experience…. But don’t over do it. Maintain credibility- Once established, one image of expertise should be carefully protected. The leader should avoided making careless components on subjects on which they are poorly informed, and should avoid being associated with projects with a low likelihood of success Act confidently and decisively in a cries: Be a take charge leader in an emergency, in these situations subordinates tend to associate confident, firm leadership with expert knowledge. Even if the leader is not sure of the best way to deal with a crisis, to express doubts or appeared confused risks the loss of influence over subordinates Recognize subordinate concerns- Use of rational persuasion should not be seen as form of on-pay communication. Effective leaders listen to the conferees and uncertainties of their team embers Avoid Threatening the self esteem of others- Expert power is based on knowledge differential. Unfortunately this very existence can cause problems if the leader is not careful about the way he exercises expert power. Team members can dislike unfavorable status comparisons where the gap is large and obvious. They are likely to be upset by a leader who acts in superior way, and arrogantly flaunts his greater expertise. Guard against using a condescending tone.