The Leadership of Teams by Mike Brent

Author:Mike Brent
Language: eng
Format: epub
Publisher: Bloomsbury Publishing

The diagram below illustrates our definition of influencing.

FIGURE 11.1 Influencing definition.

Influencing is situational, in that how you influence depends on the context in which you are influencing. It is relational in the sense that you are always influencing other people, and therefore need to have good emotional and relational intelligence. It is also a process rather than a one-off event. This implies that you are likely to be influencing over a period of time and therefore you can sometimes afford to influence in small steps rather than try to immediately convince. Finally, for us, influencing is about movement. That means if you get some movement in the other person’s position, then you have successfully influenced someone.

How do people like to be influenced?

It is thought-provoking to look into how people actually like to be influenced. Over several years, we have conducted research with hundreds of managers as to how they liked to be influenced and also what acted as influencing turn-offs. The results were interesting and the main categories are as follows:

• Involvement: The managers said that to be influenced effectively they needed to be involved. They wanted to be listened to, and their opinions and perspectives to be taken into account.

• Confidence: There was a desire for the influencer to demonstrate confidence and positivity as well as energy and conviction about the issue.

• Appreciation: People want to be appreciated for their contributions. This can be done by developing rapport and building a relationship that is mutually beneficial and based on likeability. Having a positive relationship with others means they are more likely to listen to you.

• Credibility: Managers told us that influencers need to establish a certain credibility. This can be achieved by having a good reputation and of course sound knowledge and a good track record.

• Evidence: There was a strong need for sound arguments, logic and data to support the influencing case. Where possible, the influencer should bring in any relevant research to back up their argument.

• Clarity: Managers told us that they liked clarity and wanted influencers to be articulate but concise. They hated ‘waffle’ and beating about the bush.

• Passion: The expectation is that as an influencer you will demonstrate a level of passion and energy about the idea, which in turn will indicate self-belief and confidence.

In terms of what turned them off and made influencers ineffective, the managers identified five main reasons.

• Being patronized: Managers felt that influencers who were condescending towards them were a real turn-off.

• Being put under pressure: It was felt that being put under pressure to do something or using ‘hard sell’ tactics was counterproductive.

• Using authority: The exclusive use of formal or position power was viewed as somewhat ineffective. It was felt that if someone could not convince them with good reasons and had to resort to their formal authority, then they had failed. They might have to comply but would not be convinced.

• Asking for, then discounting, ideas: This was a major turn-off. It happens when people appear to ask for your thoughts but then go on to completely disregard them.

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