SlideShare une entreprise Scribd logo
1  sur  21
Télécharger pour lire hors ligne
winning

about

not

It

Authentic influencing

Making it easy
Nels Karsvang January 2014.

1
Introduction – to the workbook
First, the workbook is defining, influencing and providing a framework.

Secondly, you are encouraged to work on your own values and
connecting them to the framework.

Then you are given 8 additional tools, which are fairly easy to use.
The intention with this inspirational
workbook is to introduce a sense of a
structure that can be used for designing a
complete workshop, or just as inspiration
to put yourself in the driver’s seat towards
being better at authentic influencing.
I hope it will leave you inspired
Nels Karsvang, 2014.
Nelskarsvang@gmail.com // Linked In

2
Traditional vs. making it easy
Traditional / often

Making it easy
Short time
Learn
Apply
Process
End

Usually a lot of the negotiation and influencing tools
are not used in accordance with the intentions of the
tools.
This often happens because the tools contain long
checklists or a lot of process steps if you want to use
them as they are intended.
What happens is that we can often not remember the
long checklist, the many process steps or something
happens in the situation that does not comply with
the checklist or long process that the tool demands.
One consequence is that we forget the tool – and
consequently stop using them.

Easy

Difficult

Start

Result

The reasoning behind this workbook is that it will
benefit you much more to have some easy-to-use tools.
Tools, which can be freely applied in any situation
where you need to influence or negotiate. Connecting
the tools to your values will secure that you use them in
an authentic way. It will save you energy and time in the
preparation phase, and it will allow you to be more
flexible and present in the given situation.
It will not make you come out as winner and that is also
not the goal – but it will help you secure an outcome
where all involved can leave with high integrity and
trust.
3
What is influencing

Effect

In essence a result*
of a cause

Flow into

In essence a process moving along.

To have an effect and/or

flow into actions,
events and persons.

*This result does not only come from Cause and effect relations, it could be abductive, neural or other non
logical patterns of inference/reasoning.

Inspired by: The American Heritage® Dictionary of the English Language, Fourth Edition copyright ©2000 by Houghton Mifflin Company. Updated in 2009. Published
by Houghton Mifflin Company. And John Dewey 1859 - 1952 American philosopher, psychologist and pragmatist
.

4
What is influencing

A frame to balance and be aware of - where do you spend your energy.
The effect when influencing is about doing something that has a result on actions, events and
persons. At the same time it is about moving actions, events and persons along. In others words
creating results when you are in movement.

Moving along
Process focused

Balanced

Lost, bigger picture
or investigating

Comments:
The framework is not about enhancing one domain
over another but it is about knowing when you are
finding yourself where in the framework, and how
your values makes you act and react in each of the
four domains.

Flexible, valueoriented and
aware

Being on hold

Effect focused

Bored, relaxed
or stressed

Furthermore, it is about knowing where you are
and then to identify what actions, events or
persons will need in order for you to influence
them.

Winner – loser
paradigm

And you are most likely able to make the right
influence when you are in the balanced domain –
keeping in mind that the actions, events and
persons could call for one of the others domains.

Effect focus
Nels Karsvang: Authentic influencing framework. 2013.

5
Identifying your core values
Your values
…

6
Identifying your core values
Using the MBTI framework

Your values
…

Understanding Yourself and Others: An Introduction to the 4 Temperaments-4.0: Linda V. Berens

7
Identifying your core values
Your values
…

Schwartz, S.H. (1992). Universals in the content and structure of values: theoretical advances and empirical tests in 20 countries. In
M.P. Zanna, ed. Advances in Experimental Social Psychology, 25. Orlando: Academic Press, pp. 1-65.

8
Core values used to authentic influencing

Putting your vales into play – increasing your ability to be in each domain in an authentic way.

Being on hold

Process focused

Effect focused

Balanced

Bored, relaxed
or stressed

Lost, bigger picture
or investigating

Winner –
looser
paradigm

Flexible, value
oriented and
aware

What is important for you in
order to be bored in an
authentic way
…

What is important for you in
order to see the bigger picture
in an authentic way?

What is important for you in
order to win in an authentic
way?
…

…

What is important for you in order
to be relaxed in an authentic way
…

What is important for you in
order to being balanced; being
and doing effect- and processfocused at the same time?
…

What is important for you in
order to be the investigator in
an authentic way?

What is important for you to
loose in an authentic way?
…

…

What is important for you in
order to keep a balanced and
flexible approach in an
authentic way?
…

What is important for you in
order to ‘stay in’ the stress of
being on hold?
…

What is important for you in
order to ‘stay in the feeling of’
being lost?
…

What is important for you in
order to position your self so
that you are aware of the
winner –loser paradigm?
…

Nels Karsvang: Authentic influencing frame work. 2013.

9

Who are you when you are
balanced?
…
Tool

Securing your own Authenticity

Your behaviors

Your values

Does your values match
your behavior?

What do you do when there is a
mismatch/ dissonance?
Answers:
 Change your values to fit the
behavior?
 Change your behavior to fit your
values?
 Live with the
mismatch/dissonance?

What are the consequences to you?

What could you benefit from taking actions on and
value-reflections from

Festinger, L. (1957). A Theory of Cognitive Dissonance. California: Stanford University Press.

10

Gain inspiration
from the next page.
Tool

Securing your own Authenticity – help depending on your tilt tendency
Your behaviors

Your values

Optimum balance between values and
behavior:
Inner experience:
 Doing the right thing
 Congruent
 Being me, honest and authentic
Perceptions from others:
 Strong, firm
 Passionate
 Integrative authentic

Tipped balance when values are dominant
and behaviors are subdued:
Inner experience
 Knowing what is right
 Spend energy on what should have been
done.
 Torn, split and de-action
Perceptions from others:
 Approachable
 Withdrawn
 Strong value-orientation and weak on
actions
11

Tipped balance when behaviors are
dominant and values are subdued:
Inner experience
 Low self esteem
 Defined by actions
 Inconsistent action pattern
Perceptions from others:
 Occurs an empty shell
 Strong action-orientation and weak on
values.
 Outgoing.
Tool

Securing that you get help where you tend to miss it

Put a ‘X’ in the box below according to
when you are asking others for help?

When are you asking for help?

Before During

After

When success
When Problems
When in the mood

It is the blank boxes that will provide the
input that can take you to a new level.
A common pitfall is that we don’t ask for
help when is seems to be going well – a
success.
12
Tool

The greater power of any influencing situation
Greater powers

In general
Whenever you are engaged in influencing, remember to consider what greater
powers are involved, and take these powers into account. The greater powers
always dictate the meta-frame for the actions, events or persons you want to
influence.

Balanced
Flexible, valueoriented and
aware
Process focused

Effect focused

Lost, bigger picture
or investigating

How to use
Match what the greater powers are doing and act that out
towards the event, actions or persons you want to influence.
Detect which one of the four influencing styles the greater
powers display, and use that specific style towards the actions,
events or persons that you want to influence.

Winner – loser
paradigm

Being on hold
Bored, relaxed
or stressed

You

Actions, events, persons
13
Tool

When to challenge and when to support
My Observations (When):

Confronting
Push

Challenging

Prescribing
Informing

How do you make
the strongest impact
in the current
situation, by:

My Actions/ What I will do (Skills):

Releasing
Pull

Supporting

Exploring
Supporting

14
Tool

When to challenge and when to support - When to use & what skills to have
Confronting

Prescribing

Informing

When
 To show consequences of the client’s
action/thinking
 To challenge the client to re-think assumptions
 To raise the client’s awareness (e.g. of greater
powers or other’s perceptions)
 To boost clients confidence by affirming success

When
 If expertise is asked for
 When guidance is needed
 If the client is unable to direct them-self in
that moment
 If there are legal, safety or ethical guidelines

When
 Showing where to find extra help or
information
 Supplying facts and data
 Explaining what just happened
 Telling your own experience

Skills
 Knowing when appropriate
 Direct questions
 Giving constructive feedback
 Challenging defensive excuses
 Giving space to reflect

Skills
 How to prescribe
 Giving clear instructions
 Explaining why
 Motivating

Skills
 Presenting information - clear and concise
 Checking for understanding
 Inviting and handling questions
 Judging how much to give

Releasing

Exploring

Supporting

When
 If the client is afraid of risk or failure
 If the client feels incompetent
 If the client is frustrated, demotivated, angry
 If the client is excited, joyful, pleased

When
 To achieve a deeper level of understanding
 To achieve a broader more expansive
conversation
 To encourage the client to take responsibility
 To promote motivation and commitment

When
 To build moral and self-confidence
 To encourage risk taking
 To reward success, promote future
results

Skills
 Active listening
 Questioning
 Showing Empathy
 Feedback based on what you perceive
 Creating a supportive climate

Skills
 Wide range of questions
 Reflecting and paraphrasing
 Provoking curiosity
 Silence

Skills
 Expressing appreciation
 Showing YOUR confidence
 Sharing your mistakes
 Apologizing when necessary

15
Tool

MBTI – using the functions

T

Use logical persuasion

F

Use appeal toward friendship,
values, collaboration and
alliance building

N

Use concepts, metaphors and
future benefits to persuade

S

Listen and identify the way the other is
formulating him/herself according to:
T, F, N or S
Then you apply their approach in the
way you communicate with them – it
will increase you ability to influence
him/her.
T

N

F
T
T

See facts, present tangible
arguments to persuade.

S

Myers, Isabel Briggs with Peter B. Myers (1980, 1995). Gifts Differing: Understanding Personality Type. Mountain View, CA: Davies-Black Publishing.

16

T
Tool

Semantic awareness

Verbal or
text/email

Meta
model
Question

Desired
Revealed information

Deletions
Distortions
Generalizations

John Grindler and Richard Bandler in: Structure of Magic’ Vol.1 (1975)

17
Tool

Semantic awareness – how to identify and use

Deletions

 Missing
 Unspecific

”I wont do it any more” What is that you won’t do?
”He is rather closed towards me” What do you
mean by closed?

”He actually do not like me, I can see it in his eyes”
How do you read in his eyes that he cannot like you?

Distortions

 Mind reading
 Cause and effect “He keeps on making the same claim he has simply

not understood what it is all about”. How do you
know that making the same claim means that he has
not understood what it is all about?

Generalizations

 Universal
 Modal verbs

“He never makes a conclusion” Have you experienced
him or heard about him making a conclusion?
“I should tell him to act on it” What happens if you
don’t tell him to act on it?
18
Tool

Basic emotion and Empathy
Basic emotions that you can read in the facial expressions
Attack

Repeat or retain

Stop

The basic empathic actions

1 What are your emotions?

2 What are the emotions of the other –
what do you see?
3 Put your self in the shoes of the other.

4 As the other: What emotions would you
like to receive?
Vomit

Cry

Escape

5 As your self: Display those emotion

Glacomo Rizzalatti, University of Parma, 1990
Paul Ekman: Emotions Revealed: Recognizing Faces and Feelings to Improve Communication and Emotional Life (Times Books, 2003)

19
Tool

The arena of right & wrong – ethical reflections
High

Low

High

Low

Your own Interest?

Company interest
To secure optimal result
within the frame of Company
values and Vision

 How do you balance these 3 interests
when you are Influencing or
Negotiating?
 Are the interests right or wrong?
 Are the interests helping or interfering?
High

Low

Client interest
Do you know them?
Do you take them into account?
Client Company interest

20
I welcome your Feedback & feed forward

As you see it

In writing to
Nelskarsvang@gmail.com

21

We will listen

Contenu connexe

Tendances

Influencing skills - Getting results without direct authority
Influencing skills - Getting results without direct authorityInfluencing skills - Getting results without direct authority
Influencing skills - Getting results without direct authorityThomas Petite
 
Influence without authority session handout
Influence without authority session handoutInfluence without authority session handout
Influence without authority session handoutLeadership AdvantEdge
 
Influence without Authority
Influence without AuthorityInfluence without Authority
Influence without AuthorityNicole DeFalco
 
Persuasion the art of influencing people
Persuasion  the art of influencing peoplePersuasion  the art of influencing people
Persuasion the art of influencing peopleAlaa Balloul
 
Getting Results Without Authority - How Employees Influence Change and Create...
Getting Results Without Authority - How Employees Influence Change and Create...Getting Results Without Authority - How Employees Influence Change and Create...
Getting Results Without Authority - How Employees Influence Change and Create...Career Communications Group
 
Influence without Authority: Applying the Art of Motivation
Influence without Authority: Applying the Art of MotivationInfluence without Authority: Applying the Art of Motivation
Influence without Authority: Applying the Art of MotivationAndrea L. Ames
 
Critical influencing Skills by Ray DiDonna, CEO, LOGiQ3
Critical influencing Skills by Ray DiDonna, CEO, LOGiQ3Critical influencing Skills by Ray DiDonna, CEO, LOGiQ3
Critical influencing Skills by Ray DiDonna, CEO, LOGiQ3Nicolas Joly
 
Influence without Authority: Establishing and Transforming Power
Influence without Authority: Establishing and Transforming PowerInfluence without Authority: Establishing and Transforming Power
Influence without Authority: Establishing and Transforming PowerAndrea L. Ames
 
Introduction to influencing skills
Introduction to influencing skillsIntroduction to influencing skills
Introduction to influencing skillsAndrew Styles
 
Persuasion & Convincing Skills
Persuasion & Convincing SkillsPersuasion & Convincing Skills
Persuasion & Convincing SkillsAhsan Bham
 
Influencing without authority slide deck
Influencing without authority slide deckInfluencing without authority slide deck
Influencing without authority slide deckJaimon Jacob
 
The 4S collaborative conversational framework
The 4S collaborative conversational frameworkThe 4S collaborative conversational framework
The 4S collaborative conversational frameworkAlex Clapson
 
The power of persuasion: influencing others
The power of persuasion: influencing othersThe power of persuasion: influencing others
The power of persuasion: influencing othersGabrielle Jones
 

Tendances (20)

Cdg Pteg Influencing Skills 08
Cdg Pteg Influencing Skills 08Cdg Pteg Influencing Skills 08
Cdg Pteg Influencing Skills 08
 
Influencing skills - Getting results without direct authority
Influencing skills - Getting results without direct authorityInfluencing skills - Getting results without direct authority
Influencing skills - Getting results without direct authority
 
Influence without authority session handout
Influence without authority session handoutInfluence without authority session handout
Influence without authority session handout
 
Influence without Authority
Influence without AuthorityInfluence without Authority
Influence without Authority
 
Influencing Skill
Influencing SkillInfluencing Skill
Influencing Skill
 
Persuasion the art of influencing people
Persuasion  the art of influencing peoplePersuasion  the art of influencing people
Persuasion the art of influencing people
 
Art of influence_ebb_fpdf
Art of influence_ebb_fpdfArt of influence_ebb_fpdf
Art of influence_ebb_fpdf
 
Getting Results Without Authority - How Employees Influence Change and Create...
Getting Results Without Authority - How Employees Influence Change and Create...Getting Results Without Authority - How Employees Influence Change and Create...
Getting Results Without Authority - How Employees Influence Change and Create...
 
Influence without Authority: Applying the Art of Motivation
Influence without Authority: Applying the Art of MotivationInfluence without Authority: Applying the Art of Motivation
Influence without Authority: Applying the Art of Motivation
 
Influencing skills infographic
Influencing skills infographicInfluencing skills infographic
Influencing skills infographic
 
Critical influencing Skills by Ray DiDonna, CEO, LOGiQ3
Critical influencing Skills by Ray DiDonna, CEO, LOGiQ3Critical influencing Skills by Ray DiDonna, CEO, LOGiQ3
Critical influencing Skills by Ray DiDonna, CEO, LOGiQ3
 
Influence without Authority: Establishing and Transforming Power
Influence without Authority: Establishing and Transforming PowerInfluence without Authority: Establishing and Transforming Power
Influence without Authority: Establishing and Transforming Power
 
Influencing as a leadership and political skill
Influencing as a leadership and political skill Influencing as a leadership and political skill
Influencing as a leadership and political skill
 
Influence without authority - ITMPI
Influence without authority - ITMPIInfluence without authority - ITMPI
Influence without authority - ITMPI
 
Introduction to influencing skills
Introduction to influencing skillsIntroduction to influencing skills
Introduction to influencing skills
 
Persuasion & Convincing Skills
Persuasion & Convincing SkillsPersuasion & Convincing Skills
Persuasion & Convincing Skills
 
Conflict Resolution Skills Infographic
Conflict Resolution Skills InfographicConflict Resolution Skills Infographic
Conflict Resolution Skills Infographic
 
Influencing without authority slide deck
Influencing without authority slide deckInfluencing without authority slide deck
Influencing without authority slide deck
 
The 4S collaborative conversational framework
The 4S collaborative conversational frameworkThe 4S collaborative conversational framework
The 4S collaborative conversational framework
 
The power of persuasion: influencing others
The power of persuasion: influencing othersThe power of persuasion: influencing others
The power of persuasion: influencing others
 

Similaire à Authentich influencing

changemanagementinorganisations-090903073821-phpapp01.ppt
changemanagementinorganisations-090903073821-phpapp01.pptchangemanagementinorganisations-090903073821-phpapp01.ppt
changemanagementinorganisations-090903073821-phpapp01.pptDrMohammedSayed1
 
Personal_Communication_Report
Personal_Communication_ReportPersonal_Communication_Report
Personal_Communication_ReportStephen Heaston
 
Introduction to the 7 habits of highly effective
Introduction to the 7 habits of highly effectiveIntroduction to the 7 habits of highly effective
Introduction to the 7 habits of highly effectiveVignesh Kumar
 
7 habits ppt
7 habits ppt7 habits ppt
7 habits ppttilak2k6
 
7 Habbits Of Highly Effective People
7 Habbits Of Highly Effective People7 Habbits Of Highly Effective People
7 Habbits Of Highly Effective PeopleMaroof Hussain Sabri
 
1. knowing oneself.pptx
1. knowing oneself.pptx1. knowing oneself.pptx
1. knowing oneself.pptxLianSHS
 
The 7 Habits of Highly Effective People by Stephen Covey
The 7 Habits of Highly Effective People by Stephen CoveyThe 7 Habits of Highly Effective People by Stephen Covey
The 7 Habits of Highly Effective People by Stephen CoveyHerry Windawaty
 
The Seven Habits of Highly Effective People
The Seven Habits of Highly Effective PeopleThe Seven Habits of Highly Effective People
The Seven Habits of Highly Effective PeopleMasroor Soomro
 
LPA SCOREName Jiancheng Li Assessment Date Jul 25 2019.docx
LPA SCOREName Jiancheng Li Assessment Date Jul 25 2019.docxLPA SCOREName Jiancheng Li Assessment Date Jul 25 2019.docx
LPA SCOREName Jiancheng Li Assessment Date Jul 25 2019.docxcroysierkathey
 
Factors influencing
Factors influencingFactors influencing
Factors influencingsana tulasi
 

Similaire à Authentich influencing (20)

changemanagementinorganisations-090903073821-phpapp01.ppt
changemanagementinorganisations-090903073821-phpapp01.pptchangemanagementinorganisations-090903073821-phpapp01.ppt
changemanagementinorganisations-090903073821-phpapp01.ppt
 
Change Management In Organisations
Change Management In  OrganisationsChange Management In  Organisations
Change Management In Organisations
 
Personal_Communication_Report
Personal_Communication_ReportPersonal_Communication_Report
Personal_Communication_Report
 
Introduction to the 7 habits of highly effective
Introduction to the 7 habits of highly effectiveIntroduction to the 7 habits of highly effective
Introduction to the 7 habits of highly effective
 
7 habits
7 habits7 habits
7 habits
 
7 habits ppt
7 habits ppt7 habits ppt
7 habits ppt
 
7 Habits
7  Habits7  Habits
7 Habits
 
7 Habbits Of Highly Effective People
7 Habbits Of Highly Effective People7 Habbits Of Highly Effective People
7 Habbits Of Highly Effective People
 
7 habits 1
7 habits 17 habits 1
7 habits 1
 
00 7 habits
00 7 habits00 7 habits
00 7 habits
 
seven habits
seven habitsseven habits
seven habits
 
1. knowing oneself.pptx
1. knowing oneself.pptx1. knowing oneself.pptx
1. knowing oneself.pptx
 
7_Habits.ppt
7_Habits.ppt7_Habits.ppt
7_Habits.ppt
 
7 habits 1
7 habits 17 habits 1
7 habits 1
 
0000005121 7 habits
0000005121 7 habits0000005121 7 habits
0000005121 7 habits
 
The 7 Habits of Highly Effective People by Stephen Covey
The 7 Habits of Highly Effective People by Stephen CoveyThe 7 Habits of Highly Effective People by Stephen Covey
The 7 Habits of Highly Effective People by Stephen Covey
 
7 habits
7 habits7 habits
7 habits
 
The Seven Habits of Highly Effective People
The Seven Habits of Highly Effective PeopleThe Seven Habits of Highly Effective People
The Seven Habits of Highly Effective People
 
LPA SCOREName Jiancheng Li Assessment Date Jul 25 2019.docx
LPA SCOREName Jiancheng Li Assessment Date Jul 25 2019.docxLPA SCOREName Jiancheng Li Assessment Date Jul 25 2019.docx
LPA SCOREName Jiancheng Li Assessment Date Jul 25 2019.docx
 
Factors influencing
Factors influencingFactors influencing
Factors influencing
 

Plus de Nels Karsvang

2022 MBA cbs navigating change - Change Your self by Nels Karsvang
2022 MBA cbs navigating change - Change Your self by Nels Karsvang2022 MBA cbs navigating change - Change Your self by Nels Karsvang
2022 MBA cbs navigating change - Change Your self by Nels KarsvangNels Karsvang
 
2021 MBA CBS navigating change by Nels Karsvang
2021 MBA CBS navigating change by Nels Karsvang2021 MBA CBS navigating change by Nels Karsvang
2021 MBA CBS navigating change by Nels KarsvangNels Karsvang
 
Distribueret HR. Sommer bobler til kvalificerende dialog
Distribueret HR. Sommer bobler til kvalificerende dialogDistribueret HR. Sommer bobler til kvalificerende dialog
Distribueret HR. Sommer bobler til kvalificerende dialogNels Karsvang
 
Feedback the mechanics inspiration for you to do feedback workshops june 2020...
Feedback the mechanics inspiration for you to do feedback workshops june 2020...Feedback the mechanics inspiration for you to do feedback workshops june 2020...
Feedback the mechanics inspiration for you to do feedback workshops june 2020...Nels Karsvang
 
Core flow paper clip no 1 on psycological safety 25032020
Core flow paper clip no 1 on psycological safety 25032020Core flow paper clip no 1 on psycological safety 25032020
Core flow paper clip no 1 on psycological safety 25032020Nels Karsvang
 
2020 MBA CBS navigating change Keynote by Nels Karsvang
2020  MBA CBS navigating change Keynote by Nels Karsvang2020  MBA CBS navigating change Keynote by Nels Karsvang
2020 MBA CBS navigating change Keynote by Nels KarsvangNels Karsvang
 
Deep facilitation 4 day workshop in london february 2020
Deep facilitation 4 day workshop in london february 2020Deep facilitation 4 day workshop in london february 2020
Deep facilitation 4 day workshop in london february 2020Nels Karsvang
 
Leadership poetry business executive on becoming a person
Leadership poetry business executive on becoming a personLeadership poetry business executive on becoming a person
Leadership poetry business executive on becoming a personNels Karsvang
 
Leadership poetry II strategy as art
Leadership poetry II strategy as artLeadership poetry II strategy as art
Leadership poetry II strategy as artNels Karsvang
 
Leadership poetry 1 warmth before competence
Leadership poetry 1 warmth before competenceLeadership poetry 1 warmth before competence
Leadership poetry 1 warmth before competenceNels Karsvang
 
Core motion Presentation
Core motion PresentationCore motion Presentation
Core motion PresentationNels Karsvang
 
The Smell Of The Place Tools Inspired By Sumantra Ghosal
The Smell Of The Place Tools Inspired By Sumantra GhosalThe Smell Of The Place Tools Inspired By Sumantra Ghosal
The Smell Of The Place Tools Inspired By Sumantra GhosalNels Karsvang
 
When Top Business Performers Needs Therapy 1
When Top Business Performers Needs Therapy 1When Top Business Performers Needs Therapy 1
When Top Business Performers Needs Therapy 1Nels Karsvang
 
HR Metrics Simple Version
HR Metrics Simple VersionHR Metrics Simple Version
HR Metrics Simple VersionNels Karsvang
 
HR Partners Competencies & Structual deployment in the business
HR Partners Competencies & Structual deployment in the businessHR Partners Competencies & Structual deployment in the business
HR Partners Competencies & Structual deployment in the businessNels Karsvang
 
Post Konflikthånhdteringsværktøj
Post KonflikthånhdteringsværktøjPost Konflikthånhdteringsværktøj
Post KonflikthånhdteringsværktøjNels Karsvang
 
Productivitiy Ideas For Dk 2011
Productivitiy Ideas For Dk 2011Productivitiy Ideas For Dk 2011
Productivitiy Ideas For Dk 2011Nels Karsvang
 

Plus de Nels Karsvang (17)

2022 MBA cbs navigating change - Change Your self by Nels Karsvang
2022 MBA cbs navigating change - Change Your self by Nels Karsvang2022 MBA cbs navigating change - Change Your self by Nels Karsvang
2022 MBA cbs navigating change - Change Your self by Nels Karsvang
 
2021 MBA CBS navigating change by Nels Karsvang
2021 MBA CBS navigating change by Nels Karsvang2021 MBA CBS navigating change by Nels Karsvang
2021 MBA CBS navigating change by Nels Karsvang
 
Distribueret HR. Sommer bobler til kvalificerende dialog
Distribueret HR. Sommer bobler til kvalificerende dialogDistribueret HR. Sommer bobler til kvalificerende dialog
Distribueret HR. Sommer bobler til kvalificerende dialog
 
Feedback the mechanics inspiration for you to do feedback workshops june 2020...
Feedback the mechanics inspiration for you to do feedback workshops june 2020...Feedback the mechanics inspiration for you to do feedback workshops june 2020...
Feedback the mechanics inspiration for you to do feedback workshops june 2020...
 
Core flow paper clip no 1 on psycological safety 25032020
Core flow paper clip no 1 on psycological safety 25032020Core flow paper clip no 1 on psycological safety 25032020
Core flow paper clip no 1 on psycological safety 25032020
 
2020 MBA CBS navigating change Keynote by Nels Karsvang
2020  MBA CBS navigating change Keynote by Nels Karsvang2020  MBA CBS navigating change Keynote by Nels Karsvang
2020 MBA CBS navigating change Keynote by Nels Karsvang
 
Deep facilitation 4 day workshop in london february 2020
Deep facilitation 4 day workshop in london february 2020Deep facilitation 4 day workshop in london february 2020
Deep facilitation 4 day workshop in london february 2020
 
Leadership poetry business executive on becoming a person
Leadership poetry business executive on becoming a personLeadership poetry business executive on becoming a person
Leadership poetry business executive on becoming a person
 
Leadership poetry II strategy as art
Leadership poetry II strategy as artLeadership poetry II strategy as art
Leadership poetry II strategy as art
 
Leadership poetry 1 warmth before competence
Leadership poetry 1 warmth before competenceLeadership poetry 1 warmth before competence
Leadership poetry 1 warmth before competence
 
Core motion Presentation
Core motion PresentationCore motion Presentation
Core motion Presentation
 
The Smell Of The Place Tools Inspired By Sumantra Ghosal
The Smell Of The Place Tools Inspired By Sumantra GhosalThe Smell Of The Place Tools Inspired By Sumantra Ghosal
The Smell Of The Place Tools Inspired By Sumantra Ghosal
 
When Top Business Performers Needs Therapy 1
When Top Business Performers Needs Therapy 1When Top Business Performers Needs Therapy 1
When Top Business Performers Needs Therapy 1
 
HR Metrics Simple Version
HR Metrics Simple VersionHR Metrics Simple Version
HR Metrics Simple Version
 
HR Partners Competencies & Structual deployment in the business
HR Partners Competencies & Structual deployment in the businessHR Partners Competencies & Structual deployment in the business
HR Partners Competencies & Structual deployment in the business
 
Post Konflikthånhdteringsværktøj
Post KonflikthånhdteringsværktøjPost Konflikthånhdteringsværktøj
Post Konflikthånhdteringsværktøj
 
Productivitiy Ideas For Dk 2011
Productivitiy Ideas For Dk 2011Productivitiy Ideas For Dk 2011
Productivitiy Ideas For Dk 2011
 

Dernier

Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 

Dernier (20)

Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 

Authentich influencing

  • 1. winning about not It Authentic influencing Making it easy Nels Karsvang January 2014. 1
  • 2. Introduction – to the workbook First, the workbook is defining, influencing and providing a framework. Secondly, you are encouraged to work on your own values and connecting them to the framework. Then you are given 8 additional tools, which are fairly easy to use. The intention with this inspirational workbook is to introduce a sense of a structure that can be used for designing a complete workshop, or just as inspiration to put yourself in the driver’s seat towards being better at authentic influencing. I hope it will leave you inspired Nels Karsvang, 2014. Nelskarsvang@gmail.com // Linked In 2
  • 3. Traditional vs. making it easy Traditional / often Making it easy Short time Learn Apply Process End Usually a lot of the negotiation and influencing tools are not used in accordance with the intentions of the tools. This often happens because the tools contain long checklists or a lot of process steps if you want to use them as they are intended. What happens is that we can often not remember the long checklist, the many process steps or something happens in the situation that does not comply with the checklist or long process that the tool demands. One consequence is that we forget the tool – and consequently stop using them. Easy Difficult Start Result The reasoning behind this workbook is that it will benefit you much more to have some easy-to-use tools. Tools, which can be freely applied in any situation where you need to influence or negotiate. Connecting the tools to your values will secure that you use them in an authentic way. It will save you energy and time in the preparation phase, and it will allow you to be more flexible and present in the given situation. It will not make you come out as winner and that is also not the goal – but it will help you secure an outcome where all involved can leave with high integrity and trust. 3
  • 4. What is influencing Effect In essence a result* of a cause Flow into In essence a process moving along. To have an effect and/or flow into actions, events and persons. *This result does not only come from Cause and effect relations, it could be abductive, neural or other non logical patterns of inference/reasoning. Inspired by: The American Heritage® Dictionary of the English Language, Fourth Edition copyright ©2000 by Houghton Mifflin Company. Updated in 2009. Published by Houghton Mifflin Company. And John Dewey 1859 - 1952 American philosopher, psychologist and pragmatist . 4
  • 5. What is influencing A frame to balance and be aware of - where do you spend your energy. The effect when influencing is about doing something that has a result on actions, events and persons. At the same time it is about moving actions, events and persons along. In others words creating results when you are in movement. Moving along Process focused Balanced Lost, bigger picture or investigating Comments: The framework is not about enhancing one domain over another but it is about knowing when you are finding yourself where in the framework, and how your values makes you act and react in each of the four domains. Flexible, valueoriented and aware Being on hold Effect focused Bored, relaxed or stressed Furthermore, it is about knowing where you are and then to identify what actions, events or persons will need in order for you to influence them. Winner – loser paradigm And you are most likely able to make the right influence when you are in the balanced domain – keeping in mind that the actions, events and persons could call for one of the others domains. Effect focus Nels Karsvang: Authentic influencing framework. 2013. 5
  • 6. Identifying your core values Your values … 6
  • 7. Identifying your core values Using the MBTI framework Your values … Understanding Yourself and Others: An Introduction to the 4 Temperaments-4.0: Linda V. Berens 7
  • 8. Identifying your core values Your values … Schwartz, S.H. (1992). Universals in the content and structure of values: theoretical advances and empirical tests in 20 countries. In M.P. Zanna, ed. Advances in Experimental Social Psychology, 25. Orlando: Academic Press, pp. 1-65. 8
  • 9. Core values used to authentic influencing Putting your vales into play – increasing your ability to be in each domain in an authentic way. Being on hold Process focused Effect focused Balanced Bored, relaxed or stressed Lost, bigger picture or investigating Winner – looser paradigm Flexible, value oriented and aware What is important for you in order to be bored in an authentic way … What is important for you in order to see the bigger picture in an authentic way? What is important for you in order to win in an authentic way? … … What is important for you in order to be relaxed in an authentic way … What is important for you in order to being balanced; being and doing effect- and processfocused at the same time? … What is important for you in order to be the investigator in an authentic way? What is important for you to loose in an authentic way? … … What is important for you in order to keep a balanced and flexible approach in an authentic way? … What is important for you in order to ‘stay in’ the stress of being on hold? … What is important for you in order to ‘stay in the feeling of’ being lost? … What is important for you in order to position your self so that you are aware of the winner –loser paradigm? … Nels Karsvang: Authentic influencing frame work. 2013. 9 Who are you when you are balanced? …
  • 10. Tool Securing your own Authenticity Your behaviors Your values Does your values match your behavior? What do you do when there is a mismatch/ dissonance? Answers:  Change your values to fit the behavior?  Change your behavior to fit your values?  Live with the mismatch/dissonance? What are the consequences to you? What could you benefit from taking actions on and value-reflections from Festinger, L. (1957). A Theory of Cognitive Dissonance. California: Stanford University Press. 10 Gain inspiration from the next page.
  • 11. Tool Securing your own Authenticity – help depending on your tilt tendency Your behaviors Your values Optimum balance between values and behavior: Inner experience:  Doing the right thing  Congruent  Being me, honest and authentic Perceptions from others:  Strong, firm  Passionate  Integrative authentic Tipped balance when values are dominant and behaviors are subdued: Inner experience  Knowing what is right  Spend energy on what should have been done.  Torn, split and de-action Perceptions from others:  Approachable  Withdrawn  Strong value-orientation and weak on actions 11 Tipped balance when behaviors are dominant and values are subdued: Inner experience  Low self esteem  Defined by actions  Inconsistent action pattern Perceptions from others:  Occurs an empty shell  Strong action-orientation and weak on values.  Outgoing.
  • 12. Tool Securing that you get help where you tend to miss it Put a ‘X’ in the box below according to when you are asking others for help? When are you asking for help? Before During After When success When Problems When in the mood It is the blank boxes that will provide the input that can take you to a new level. A common pitfall is that we don’t ask for help when is seems to be going well – a success. 12
  • 13. Tool The greater power of any influencing situation Greater powers In general Whenever you are engaged in influencing, remember to consider what greater powers are involved, and take these powers into account. The greater powers always dictate the meta-frame for the actions, events or persons you want to influence. Balanced Flexible, valueoriented and aware Process focused Effect focused Lost, bigger picture or investigating How to use Match what the greater powers are doing and act that out towards the event, actions or persons you want to influence. Detect which one of the four influencing styles the greater powers display, and use that specific style towards the actions, events or persons that you want to influence. Winner – loser paradigm Being on hold Bored, relaxed or stressed You Actions, events, persons 13
  • 14. Tool When to challenge and when to support My Observations (When): Confronting Push Challenging Prescribing Informing How do you make the strongest impact in the current situation, by: My Actions/ What I will do (Skills): Releasing Pull Supporting Exploring Supporting 14
  • 15. Tool When to challenge and when to support - When to use & what skills to have Confronting Prescribing Informing When  To show consequences of the client’s action/thinking  To challenge the client to re-think assumptions  To raise the client’s awareness (e.g. of greater powers or other’s perceptions)  To boost clients confidence by affirming success When  If expertise is asked for  When guidance is needed  If the client is unable to direct them-self in that moment  If there are legal, safety or ethical guidelines When  Showing where to find extra help or information  Supplying facts and data  Explaining what just happened  Telling your own experience Skills  Knowing when appropriate  Direct questions  Giving constructive feedback  Challenging defensive excuses  Giving space to reflect Skills  How to prescribe  Giving clear instructions  Explaining why  Motivating Skills  Presenting information - clear and concise  Checking for understanding  Inviting and handling questions  Judging how much to give Releasing Exploring Supporting When  If the client is afraid of risk or failure  If the client feels incompetent  If the client is frustrated, demotivated, angry  If the client is excited, joyful, pleased When  To achieve a deeper level of understanding  To achieve a broader more expansive conversation  To encourage the client to take responsibility  To promote motivation and commitment When  To build moral and self-confidence  To encourage risk taking  To reward success, promote future results Skills  Active listening  Questioning  Showing Empathy  Feedback based on what you perceive  Creating a supportive climate Skills  Wide range of questions  Reflecting and paraphrasing  Provoking curiosity  Silence Skills  Expressing appreciation  Showing YOUR confidence  Sharing your mistakes  Apologizing when necessary 15
  • 16. Tool MBTI – using the functions T Use logical persuasion F Use appeal toward friendship, values, collaboration and alliance building N Use concepts, metaphors and future benefits to persuade S Listen and identify the way the other is formulating him/herself according to: T, F, N or S Then you apply their approach in the way you communicate with them – it will increase you ability to influence him/her. T N F T T See facts, present tangible arguments to persuade. S Myers, Isabel Briggs with Peter B. Myers (1980, 1995). Gifts Differing: Understanding Personality Type. Mountain View, CA: Davies-Black Publishing. 16 T
  • 17. Tool Semantic awareness Verbal or text/email Meta model Question Desired Revealed information Deletions Distortions Generalizations John Grindler and Richard Bandler in: Structure of Magic’ Vol.1 (1975) 17
  • 18. Tool Semantic awareness – how to identify and use Deletions  Missing  Unspecific ”I wont do it any more” What is that you won’t do? ”He is rather closed towards me” What do you mean by closed? ”He actually do not like me, I can see it in his eyes” How do you read in his eyes that he cannot like you? Distortions  Mind reading  Cause and effect “He keeps on making the same claim he has simply not understood what it is all about”. How do you know that making the same claim means that he has not understood what it is all about? Generalizations  Universal  Modal verbs “He never makes a conclusion” Have you experienced him or heard about him making a conclusion? “I should tell him to act on it” What happens if you don’t tell him to act on it? 18
  • 19. Tool Basic emotion and Empathy Basic emotions that you can read in the facial expressions Attack Repeat or retain Stop The basic empathic actions 1 What are your emotions? 2 What are the emotions of the other – what do you see? 3 Put your self in the shoes of the other. 4 As the other: What emotions would you like to receive? Vomit Cry Escape 5 As your self: Display those emotion Glacomo Rizzalatti, University of Parma, 1990 Paul Ekman: Emotions Revealed: Recognizing Faces and Feelings to Improve Communication and Emotional Life (Times Books, 2003) 19
  • 20. Tool The arena of right & wrong – ethical reflections High Low High Low Your own Interest? Company interest To secure optimal result within the frame of Company values and Vision  How do you balance these 3 interests when you are Influencing or Negotiating?  Are the interests right or wrong?  Are the interests helping or interfering? High Low Client interest Do you know them? Do you take them into account? Client Company interest 20
  • 21. I welcome your Feedback & feed forward As you see it In writing to Nelskarsvang@gmail.com 21 We will listen