In a previous post I discussed how successful influencers do not rely on their positional power alone to get them what they want. They instead develop relationships at all levels — the strategic alliances and connections necessary for getting their proposals and ideas implemented. Here’s some advice on how to develop these necessary relationships and keep them strong.
Nothing Much Happens Without Alliances and Connections
Alliances: You or your team likely interact regularly with others who, in some small or large way, advise on or contribute to the projects, products, or initiatives you’re tasked to accomplish. These are your alliances – the important others whom you join up with to get the results you’re expected to deliver on. (more…)
There’s a whole host of things we must do to be successful at influence and I’ve discussed many of them in previous posts. At the same time, it’s just as important to understand what not to do in order to be effective at influence.
Here are 3 things people who are successful at influence don’t do: (more…)
Are you a big-picture thinker who prefers the long-range vision and what’s possible for the future? If so, when pitching ideas and proposals to your boss or to other leaders and decision makers, you might be tuning out much of your audience. Here’s why.
Research on psychological type shows us that people take in information being presented to them in one of two ways – fact-focused or idea-focused. And the fact-focused individuals comprise about 70% of the population.
In an earlier post I talked about how to recognize when an ordinary work conversation turns into a negotiation and what to do if it does. Among the readers who contacted me with questions about negotiation after seeing that post were several who expressed discomfort with negotiation in general.
As it happened, many of the people who expressed this discomfort were women, so I wanted to devote a post to some of the particular concerns women have.
Discomfort in negotiation can lead to mistakes in negotiation. But being aware and planning ahead can dramatically increase chances for success in negotiation. In the women and negotiation classes I teach, I talk about 3 mistakes women make when negotiating, and what to do instead: (more…)
There’s a right time and a wrong time to present your influence pitch to leaders and other decision makers. These people have the power to give the green light to your proposals and ideas or stop them in their tracks. Knowing when to present to decision makers — and when not to — is crucial to your success.
The Wrong Time for Influence
It’s surprising how often we can forget to consider timing when it comes to influence. These deceptively simple tips can save us from an influence attempt gone wrong. (more…)
Extroverts and introverts need to be mindful of what works and what doesn’t when it comes to communicating and influencing at work.
If colleagues have ever been annoyed by your interrupting them, or if they’ve ever been confused when you come to a formal meeting still forming your thoughts, you’re an extrovert. I am, too.
In this radio interview I discuss my 3 rules of influence for extroverts and provide practical examples as well as a few extra tips. Thanks to Tim Muma and the Employment Notebook radio show for having me as a guest to discuss how extroverts can communicate and influence more effectively.
If you’ve been having trouble persuading others to your point of view, it could be that you’ve been putting your focus in the wrong place.
In a recent Harvard Business Review article, Do You Play to Win — or to Not Lose?, authors Halvorsen and Higgins describe two types of individual preferences when it comes to what motivates people and how they perceive and approach problems and demands of work and life.
Promotion-focused people, as the authors put it, “see their goals as creating a path to gain advancement and concentrate on the rewards that will accrue to them.” Whereas Prevention-focused individuals, “see their goals as responsibilities, and they concentrate on staying safe.” That means they’re avoiding trouble.
What that boils down to is this: Some people are willing to take risks and give you the go when the potential for gain is apparent. They’re driven by the upsides of taking action. The rest are cautious and risk-averse and will give you the go ahead if only to avoid loss. (more…)
“I am more than qualified to lead this new project and my VP knows it.” Harpreet is a director of product engineering at a mid-sized company headquartered in Silicon Valley. “I have the proven track record but my boss is talking about having Sam, the newest person on our team, lead this project. Why?”
You have a proposal for your boss. Maybe like Harpreet you want to lead a new project coming in. Or you want your boss to give you the green light for a couple of people on another team to work with you on your project. Or you want the go-ahead to participate in the company’s 6-month leadership program.
But the truth is, most bosses are not that concerned with what you want or hearing why it would benefit you. (more…)
How often have you gone into a conversation at home or at work where you thought you knew what you wanted only to discover mid-discussion that things feel less clear than when you started?
Or you’re very sure about what you want to accomplish in the conversation itself, but don’t necessarily have in mind what your longer-term objectives might be?
If you’re like a lot of us, that might have been the case more than once. We’re either unclear about what we want, or know what we want right now but don’t necessarily consider how that might fit into the bigger picture. And because of that, conversations often end up heading to an unsatisfactory end.
Two Types of Outcomes
When influencing, there are almost always two types of outcomes we want – the immediate outcome and the strategic, or long-term, one. The trick is getting clear on both before you head into the conversation. (more…)
“You probably won’t think this is a good idea, but…” This phrase is an example of an influence “don’t” that many of us have been guilty of at least once in our careers.
In companies throughout the U.S. and internationally, I regularly hear leaders in meetings minimize themselves by how they present their thoughts and ideas. I’m talking leaders at all levels, including people at the senior director level and above. They use qualifiers — self-limiting phrases that send an apologetic message, come off as an excuse, or are self-critical.
Most people at these levels got there because of their great ideas and excellent execution — so what’s going on?
Sometimes we’re not aware that these phrases have slipped into our vocabulary. Sometimes they’re a product of an old habit. Sometimes they’re symptomatic of a discomfort with presenting.
No matter the source of these phrases, when they’re inserted into presentations they can cause the person being influenced to move from a positive to neutral to negative impression of you as the influencer. (more…)