5 Influence Mistakes That Hold You Back at Work - And How to Avoid Them

8/11/2019 5 Influence Mistakes That Hold You Back at Work - And How to Avoid Them

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5 Influence Mistakes That Hold You Back at Work And How to Avoid Them

© 2014 Denise Brouillette 1 / 50

Contents

Introduction What is Influence and 2Why Does it Matter?

Mistake #1 Your Focus is on Yourself 7

Mistake #2 You Have no Plan for 13 Handling Objections

Mistake #3 You Don’t Know Who 19 Could Stand in Your Way

Mistake #4 You Don’t Know How 27 to Get Their Attention

Mistake #5 Your Timing is Off, in More 33 Ways than One

Next Steps 39

About Denise 42

Clients 45

Testimonials 46

Contact 50





Introduction

What is Influence andWhy Does it Matter?





The need to influence outcomes is a daily

occurrence in your professional life. Your skill

in doing that well determines your success in

the organization and in your career .





What is Influence and Why Does it Matter?

Influence is your ability to affect the actions and opinions of others at all levels. Influence is

how you work with and through people to get the results expected of you. In your

professional life, you’re using influence every day, and your influence skills directly impact

your level of success in the organization and in your career.

Whether you want your boss to make you the lead on your team’s next project, or you need

to get the most from your peers on a division-wide effort, or you’re trying to get a pitch in

front of your boss’s boss, your influence skills are what get the people around you to take

action on your ideas and proposals.

As an experienced leader at the executive or director level, a manager on the rise, or an

individual contributor looking to make your mark, the more honed your influence skills, the

greater your ability with all levels across the organization to get the outcomes required in

your role and to be considered an effective leader.

But influence can be a complex process. When I work with groups of leaders and managers

inside organizations and when I coach executives one-on-one in mastering influence skills,





one of the first concepts we discuss is that there are many moving parts to effective

influence. There’s often more than one decision maker, there are multi-layered issues on the

table, multiple conversations are needed to get the outcome you’re after, and many

individuals will be impacted if you get what you’re asking for.

You need to know not only who the decision makers are but also who influences those

decision makers. You need to understand what the needs, values, and even communication

styles of the decision makers are. You need to prepare for why the decision maker might say

no. And you have to be aware of timing. There’s a lot of room for mistakes, and the mostcommon ones involve not taking the above into consideration.

Five common influence mistakes occur when…

1. Your focus is on yourself

2. You have no plan for handling objections

3.

You don’t know who could stand in your way

4. You don’t know how to get their attention

5. Your timing is off, in more ways than one





The good news? You can turn these mistakes around right now by using what you learn in this

ebook to make just a few crucial adjustments in how you plan for and carry out your influence

requests. For each of the mistakes above, I cover what you can do to avoid them so that you

set yourself up for successful influence.

These five influence mistakes and the methods for avoiding them are taken from the

Influence Roadmap™ I developed for leaders. While the Influence Roadmap™ provides a

comprehensive guide and templates for taking on each influence situation, the five mistakes

covered in this ebook, as well as the methods for avoiding them, are some of the mostimportant influence considerations from the roadmap.

These methods are also based in a holistic view of influence and provide practical steps to

take given the context for influence inside organizations. When you put the tools and tips

from this ebook into action, you’ll start seeing a difference right away.





Mistake #1

Your Focus is on Yourself





If your proposal is aimed at helping only you or

your situation, you won’t get very far .





Mistake #1

Your Focus is on Yourself

A decision maker has the power to say yes or no to what you’re requesting or proposing. One

of the main mistakes you can make with influence is not centering your proposal on the

concerns, considerations, and needs of this crucial person. What that means is knowing

what’s important and of value to the decision maker and then linking your proposal to those

considerations.

How to Avoid Mistake #1

Shift the focus away from you and onto them. Here are three ways to do that.

Make It Something They Care About

Too often we design influence proposals in such a way that it looks like we’re the only oneswho’ll gain benefit from a nod in our direction. If your proposal is aimed at helping only you

or your situation, you won’t get very far. You’ll need to recast it so that the outcome has value

to the decision maker, their department, the whole organization, or others the decision

maker thinks are important.





Example

What not to say: “I can’t get work out the door on time because of the delays with our vendor

parts shipments. Can we switch to another vendor who can help me meet my schedule?”

This is all about your failure or success and not the decision maker’s or the organization’s.

What you can say instead is this: “For a few months now our vendor’s late parts deliveries

have been hurting on-time delivery on our end . And that’s causing our reputation to take a

deep dive. Customers are complaining and threatening to go elsewhere. I’d like to talk with

you about switching next quarter to another parts vendor that’s reasonably priced, and is

known industry-wide for their fast delivery and highly-rated product.”

When you shift the spotlight away from you, giving your pitch a broader organizational focus

that the decision maker is invested in, it becomes much more compelling.





Solve Their Problem

Does your proposal relieve a burden, solve a problem, or in some way create immediate value

for the decision maker, for the organization, or for others under their leadership? Decision

makers are more likely to agree to spend time, energy, and money on proposals that are

aimed at solving an immediate and pressing problem or issue or adding high value to a

situation they’re experiencing right now.

Example

“You know that design problem that we’ve been having and the negative effect it’s had on

your group’s delivery schedule? I’ve got a proposal here that will likely erase that as a problem

for you and quickly.”

Make the Business Need Apparent

Your influence proposal either isn’t linked to a business or mission-driven need, or you don’t

yet have the back-up data to show that it is. For those influence situations where an obvious

business or mission-driven need exists, link your influence proposal to it, and include the

relevant supporting data in your presentation.





Example

“I’m proposing that we seriously consider offering a permanent schedule option for our

nursing staff. In the last 90 days 25 percent of our most experienced nursing staff have left for

medical facilities that are offering permanent schedule choices for all nursing personnel. That

loss has created a nursing shortage that’s skyrocketed our overtime and nursing agency fees

by 40 percent this quarter! And in a survey we just conducted, 76.4 percent of our nursing staff

cited a lack of permanent schedules as the #1 reason they would look elsewhere for work.”

The loss of staff and increased overtime and agency costs present a powerful influence

argument that’s hard not to pay attention to. Coming to the table with relevant data and facts

directly linked to the business need also makes your influence pitch compelling.





Mistake #2

You Have No Plan forHandling Objections





There are several reasons decision makers deny

requests no matter how compelling the pitch.





Mistake #2

You Have No Plan for Handling Objections

You’ve taken the time to focus your proposal on the needs, concerns, or problems that the

decision maker deems important. Then why are you still hearing “Sorry,” “Not now,” or

“Great proposal, but we’ll have to pass,” to your seemingly rock-solid requests? Because

you’ve made the mistake of not thinking ahead about why else they might object. There are

several reasons decision makers deny requests no matter how compelling the pitch.


When designing your influence proposal, be sure to address any potential objections the

decision makers might have. Some of these objections are not obvious. Consider the following

four reasons decision makers say no.

Don’t Want to Lose

Some decision makers say no because they believe they’ll lose something such as control,

power, status, or resources by agreeing to what you’re asking of them. Where a decision





maker’s need is to maintain or even gain more of what they don’t want to lose, they’re more

likely to say yes when your proposal shows that no loss will take place.

Examples

Resource Issue: “We know that resources are a concern for your group. With this proposal

your head count will remain unchanged. In fact, it may be possible to increase it by one or two

this next quarter.”

Status or Power Issue: “With this proposal, there are no changes to your group’s interface

with the managing director on this.”

Control Issue: “Everything that’s currently being managed by your team will remain in place.”

Too Much Risk

When what you’re asking carries a high risk to the decision makers or their organization, you

can expect to be turned down.

Here’s what decision makers might say: “This is an excellent idea, but if we throw our

resources behind it, we’ll risk falling behind on our own deliverables.” Or, “There’s no





guarantee that your proposal will work.” Or, “The last time we did something like this, it failed

miserably and we looked like fools.”

To manage the risk aversion issue, you must bring others on board. Your proposal needs to

include a convincingly solid plan supported by data and facts – and, crucially, be backed by

others whom the decision maker respects. Only then will you be able to eliminate the

perceived risks and get the attention of the decision maker you are hoping to convince.

What, No Reciprocity?There are those who expect reciprocity no matter what you’re asking them to do, while

others simply appreciate an exchange when it’s offered.

In the first instance, the decision maker may be the type who has a requirement, spoken or

not, that you offer something in return whether what you’re asking is big or small. In the

second instance, there’s no expectation of exchange, but offering something in return may be

welcomed and appreciated.





Your being aware of the reciprocity factor is what’s essential. When you want someone to do

something for you, you must be willing to do something for them in return, possibly of equal

or greater value, even if they never ask you to.

Lack Confidence or Trust in You

When you, your predecessor, your team, or your department have not met a decision maker’s

expectations in the past, or when a decision maker isn’t convinced that you can meet their

expectations now, you have your influence work cut out for you.

In these situations your influence plan should include ways that bolster the decision maker’s

assurance that you can deliver. Be prepared to show proof of your track record, and come in

with a solid, well-planned-out process for achieving the result. To put yourself in an even

better position, ask one or two highly-respected opinion leaders to vouch for your work.





Mistake #3

You Don’t Know Who

Could Stand in Your Way





There will always be casual resisters who can be

brought on board. But people who actively try to

stop you – they’re the ones to watch out for .





Mistake #3

You Don’t Know Who Could Stand in Your Way

There are individuals in the organization who have the power to stop you from getting what

you want because of their ability to influence the decision maker. Not knowing who those

people are and not making a plan for how to either get them on your side or work around

them is a mistake you don’t want to make.

These road blockers are often, but not always, those whose work or circumstances are

directly or indirectly altered by your influence proposal, and opinion leaders who simply like

to be kept in the loop even when they are not affected by the result.

There will always be casual resisters who can be brought on board. But people who actively

try to stop you – they’re the ones to watch out for.






Get familiar with the types of road block situations that most people run into. In the

descriptions below, do you recognize any individuals who have thwarted you in the past or

could have reason to want to stop you in an upcoming influence situation? Once you’re aware

of them, follow the recommendations below for how to handle each situation.

Thinks Your Idea Has No Merit

This is someone who doesn’t want to see your idea put into action because they aren’t

convinced that it has value. If this is an opinion leader with an ‘in’ with the decision maker,

this individual could launch a successful campaign to stop you.

Be sure that the value of your proposal for the organization is clear to the decision maker

when you make your pitch. If the road blocker who thinks your idea has no merit attempts to

thwart you, the decision maker will have the facts and data you supplied to fall back on.





Wants What You Want

This road blocker wants what you’re going after. They could stop you in a number of ways,

from getting a head start on mobilizing a cadre of supporters, to pitching their proposal in

front of leadership before you can present yours, to using the ‘in’ that they have with

powerful others to outmaneuver you in the influence process.

Don’t wait. Get connected. Mobilize your own support group. Set a date for your pitch.

In Solidarity with an Active Road Blocker

This is an individual who on their own isn’t out to stop you. But because they’re in unity with

someone who is, they’ll work the road blocker’s plan against you or your proposal. This group

often consists of peers, direct reports, or work friends of the main road blocker and could

stop you by speaking positively about the person they believe should get what you’re going

after, or by speaking against you or your ideas to decision makers.

Find out who these people are. You may need to control the negative spin by launching a

drive to portray yourself more positively. Ask your network to keep their ears and eyes open

for those who are speaking out critically of you.





Jealous of You

This road blocker might not want what you’re going after, but they don’t want to see you get

it, either. They could launch a campaign against you by voicing strong reservation about your

proposal, even if they think it has merit. They could withhold support which may cause

uncertainty about your proposal among key others and/or with the decision maker. And they

could go so far as to cast you or your work in a questionable or even unfavorable light to the

decision group. These saboteurs can be hard to spot and they can be even more difficult to

stop.

To prevent this type blocker from stopping you, you must have well-respected leaders who

think highly of you, not just for this influence situation, but in general. And you should be

cultivating that positive reputation right now and in everything you do.

Thinks You’re Not Deserving or Not Ready

There are those who may think that you don’t have the right background, experience,

qualifications, connections, or even leadership style. Or that you’re too young, too old, or too

whatever. When powerful others and those who are connected with them think that you

personally (not your idea) are not deserving or not ready, they will talk about you as though

you’re not.





The solution is to develop a plan whereby others can become better aware of the value that

you bring.

Left Out of the Loop

You could be being blocked because you’ve neglected to include someone important in your

inner influence circle. An opinion leader, maybe? Or possibly leaders whose direct reports are

affected by you getting what you want? And because they have been left out they’re feeling

slighted and are blocking you.

Figure out who’s been overlooked, and get them in the loop now, even if it’s only to inform

them of your proposal.

Change Resistant

There will always be those who don’t want what change brings. They’re often those who will

be directly affected by the outcome of your proposal. If your influence proposal is going to

change the way people work, the content of the work, or the people with whom they work,

those who are change resistant may do their very best to stand in your way by influencing

their managers or the decision maker to say no to what you’re asking.





Quickly identify those who may not want change and either influence them to your side

yourself or get an informal leader among that group to help you in shifting their attitude

toward the change.





Mistake #4

You Don’t Know How to

Get Their Attention





What’s your decision maker’s focus – facts, ideas,

data, people? If you can’t answer that question,

you’re in trouble before you start .





Mistake #4

You Don’t Know How to Get Their Attention

Presenting to decision makers in a way that we personally like to be presented to without

taking into consideration how they prefer to receive and evaluate information is another

common mistake. To gain and hold a decision maker’s interest, you must present to them in a

style that will appeal to their own. By tailoring your pitch to them you make it nearly

impossible for them not to sit up and take notice.


Get to know the four fundamental communication and information-processing styles. Then

identify the decision maker’s preferences and tailor your proposal to them.

Is the decision maker a fact-focused individual interested in the nitty-gritty detail? Does he

like you to have the long-range view? Is she someone who likes to take creative approaches

to difficult situations, or does she want to stick to the tried and true? You’ll need to know all

this ahead of time. And if you don’t know, ask someone who does.





Following are the four styles. Keep in mind that people are generally a combination of two.

Fact-focused

Decision makers who are fact-focused prefer to hear about the impact of proposals on the

business today. They’re realistic, no-nonsense individuals who care about the usefulness of

your ideas right now. They respond to low to moderate-risk projects showing well-organized

approaches with the detail outlined. They like to get moving on projects, so prefer proposals

where actions and times for taking them are spelled out.

Idea-focused

Decision makers who are idea-focused prefer concepts to drawn-out details. Their focus is

more on the future than the present. They are often willing to entertain high-risk propositions

that involve creative ideas.

Data-focused

Decision makers who are data-focused take a calm, rational, and objective approach to

decision making with a critical eye on the impact of the proposal to the bottom line. Accurate

data and information win the day.





People-focused

Decision makers who are people-focused want to understand the impact of business

decisions on the people these decisions will affect. They like to connect with their audience

and often appreciate the personal story behind the individual presenting.

If your decision

maker appears

to be…1

In your presentation…

Fact-focused Be factual.

Have an agenda and stick to it.

Pitch your proposal in a step-wise way: “If we do X, Y will happen.

Next step would be to…”

Show how your idea has impact today, not some far-off prospect for

the future.

Give useful examples of how what you’re proposing relates to some-

thing that’s been successful in the past.

Be prepared to talk about the practical actions that can be taken now.

1 Based on the four mental processes, Sensing, Intuition, Thinking, and Feeling of the Myers-Briggs Type

Indicator® from Consulting Psychologists Press, Mountain View, CA





Idea-focused • Be creative.

• Present the big picture overview to start.

•

Show how your idea has relevance to the business for the long-term,not just for today.

• Don’t dive deep into the detail. If they want more layers, they’ll ask.

• Be ready and willing to discuss a range of ideas with them, especially

those that have been sparked by the discussion.

Data-focused • Be succinct. Bottom-line everything. If they want more, they’ll ask.

• Present in a logical, business-like manner.

•

Include supporting data for the why and the how.

• Add in technically-accurate charts and graphs. These individuals have

low tolerance for mistakes in the data.

• Be ready for penetrating questions and possible debate.

People-focused • Be personable.

• Demonstrate how your proposal adds value both to the organization

and to the individuals in it.

•

Be collaborative rather than directive. Build understanding of thewhy and the how of your proposal.

• Validate viewpoints.

• Show how the participation and expertise of the people involved will

lead to the proposal's overall success.





Mistake #5

Your Timing is Off,

in More Ways Than One





It doesn’t matter how spot-on your proposal is

if your timing is off .





Mistake #5

Your Timing is Off, in More Ways than One

Timing is everything. And unless having a discussion right now is completely unavoidable,

you’re much better off waiting until the right conditions are in place before making your

influence pitch. Because it won’t matter how spot-on your proposal is if your timing is off.


There are two timing considerations when influencing. The first is the order in which you talk

to the decision maker and/or those who can influence the decision maker. The second is the

situational conditions that are conducive for holding a discussion.

Influence Order

You’ve got a complex strategic influence situation where you’ve mapped out not only the

decision makers, but the key players among those who are directly and indirectly affected as

well as opinion leaders. With this done, you now need to decide whom you talk with and in

what order.





Consider the politics of the particular situation you’re in. Who could block you or slow you

down if they’re not in the loop right up front? Whose help do you need now to move your

influence strategy forward?

You may choose the opinion leaders first so that you can get their support before you

approach the decision maker. You may need their direct help in convincing the decision

maker. If so, get these opinion leaders involved early on.

Some influence scenarios call for getting key individuals who are directly and indirectly

impacted by your influence proposal in your corner first before you approach opinion leaders

or the decision maker. Are there one or two informal leaders among them who can sway

others in their group? If so, who are they and when do you talk with them?

What about your potential road blockers – when do you include them in your communication

strategy? Or do you need to talk with them at all? Your communication progression is unique

to each situation and needs to be deliberately planned.

Each influence situation calls for its own strategy. The choice, then, of whom to talk with and

the sequencing of those discussions needs to be evaluated for every influence scenario.





Situational Conditions

When is the right time to have an influence conversation and how will you know it? The best

timing for influence is when the decision maker is in a receptive frame of mind, unhurried,

and ready to talk.

There are several instances of bad timing where you’d be better off waiting until conditions

change. One of them is when the decision maker is angry, frustrated, or preoccupied with

some other situation that’s taking up most of their available mental space.

You may have decided to bring up an idea of yours with your manager during your 1:1. But

when you arrive you discover that your manager is not in the most receptive mood or has

other pressing concerns on his or her mind. Since you’re convinced that this is the only time

you’ll have to bring this particular proposal up, you want to jump in despite the behavioral

indications that suggest you should wait. But hold off. Full attention without distraction is

essential for these types of conversations. The clean-up later from a discussion gone awry can

be long and without a satisfactory result.

We don’t often think about this, but when someone’s getting ready to leave or is just coming

back from a business meeting, vacation, holiday, long weekend, or has been away for other





reasons, they may not be open to an influence discussion. Your proposal, even though it

might be of interest and value to them, may not be where they want to put their focus at the

moment. Get on their calendar at a time that works for them.

Many individuals prefer not to be taken by surprise. If you stop by, unannounced, and the

decision maker has no clue that you’ve got a proposal you want their attention on, you might

get a “no” merely because they didn’t have a heads-up before you walked in.

Another consideration about timing has to do with how you’re viewed at the moment by the

decision maker. If you’re someone the decision maker hardly knows, then you may need to

wait until you’ve had a couple of positive encounters before you talk influence.





Next Steps





Next Steps

As I mentioned in the introduction, influence can be a complex process. But you can simplify

it for yourself by using the strategies described in this ebook to avoid these five common

mistakes.

You can also ask yourself these five questions for each strategic influence situation you are in:

1. How is my proposal aimed at helping the decision maker and/or what he/she thinks is

important?

2. What objections would this decision maker have and what’s my plan for handling

each?

3. Who are the road blockers who could stand in my way and how will I handle them?

4. What is the best communication style that will capture this decision maker’s

attention?

5.

When is the ideal time to present my proposal to this decision maker?

Leaders I work with, from executives on down, tell me often that their awareness of these

mistakes has led them out of very tough situations and has revolutionized how they approach





influence. They’ve mastered the holistic view and are never turning back.

Please stay in touch and let me know how it goes for you. Please also feel free to send me anyquestions you might still have. You can connect with me at my blog, or email me at

[email protected].

http://www.denisebrouillette.com/


mailto:[email protected]








About Denise





About Denise

Denise Brouillette is a leadership consultant, executive coach, and CEO and founder of

LeaderXpress, a strategic leadership consultancy that’s been helping leaders for nearly 20

years. Denise also teaches influence and negotiation in the Management and Leadership and

International Diploma Programs at U.C. Berkeley Extension.

Before moving to San Francisco, Denise honed her leadership development experience at two

teaching hospitals of the Harvard Medical School system and as vice president of a consultingfirm in Boston. For the past 20 years she has been consulting to and coaching executives, key

leaders, and leadership teams in the areas of power and influence, leadership presence,

political intelligence, interpersonal communication, building motivated teams across distance

and cultures, and change management.

Denise holds an MA in Management from the Simmons School of Management, a BS with

honors from Boston University, and the Board Certified Coach (BCC) designation through the

Center for Credentialing and Education. Denise also holds additional certifications in a

number of world-class leadership assessments.





A passionate advocate for developing the leader in all of us, Denise blogs at

DeniseBrouillette.com where she provides practical tips and strategies for influence and

leadership that can be put into action right away.

DeniseBrouillette.com

LeaderXpress.com


http://www.leaderxpress.com/

http://www.leaderxpress.com/






Clients

Denise’s clients represent global and industry-leading companies in both the profit and not-

for-profit sectors and include:

Align Technology

Applied Materials

Edelman

Concur

Dow

Stubhub/eBay

EFI

Genentech

Google

Informatica

Kaiser Permanente

KLA-Tencor

Lam Research

LinkedIn

McKinsey and Company

Medtronic

National Jewish Health

Plantronics

Stanford University

Symantec

Synopsys

UC Berkeley

UC Santa Cruz

UC Davis

UCLA

UC San Francisco

Vibrant Media

Yahoo!





Testimonials

The selected testimonials below are written by clients in response to Denise’s executive

coaching work as well as the influence and leadership programs she develops and delivers

through her company, LeaderXpress.

"In my long career in the electronics industry, Denise has been the most outstanding example

of the consummate leadership coach and consultant that I have had the privilege to work

with! We have used Denise to teach leadership seminars and provide personal coaching to

our top contributors for many years and have reaped the tremendous benefits of her

education and experience. As well, her seminars and personal coaching have allowed me to

reach new leadership heights in my own career. Unlike other leadership consultants and

coaches that just quote theories from books, Denise not only knows and can quote this

theory, but she has real world practice in applying it in a vast number of situations."

Marty Michael, Senior Director, GTS, Synopsys

"The course materials and coaches with LeaderXpress are the highest caliber I have ever seen

in professional leadership development. I have sponsored 30 managers through the Leading





Without Limits program and another 50 or more senior staff in additional programs

LeaderXpress offers. I have yet to have anyone come back and say it wasn't a tremendous

value add for them in their role and in their career. Their programs are consistently of thehighest quality." Sue Flautt, Managing Director, QOS, Kaiser Permanente

"I can only tell you that your programs, for myself and for many of my key team members,

have been life-changing in many aspects, both in the workplace where we're able to take on

harder challenges and behave and respond in appropriate ways, but in my own personal life. I

have a new level of awareness and purpose that I don't think I had before I met Denise."

Debra Martucci, CIO and VP of Information Technology, Synopsys

"The Leading Without Limits program is simply the best leadership program I have ever

attended. Not only do I have a more complete grasp of the many competencies that make up

a world-class leader, I now feel that I have a path towards mastering these skills myself."

Ken Nelsen, Vice President, Global Technical Services (GTS), Synopsys





"The leadership program takes you just enough out of your comfort zone so that you have

significant ‘aha moments’ and then challenges you to create a path forward that is both

inspirational and life-changing." Maura McGinnity, Development Director, ExternalRelations, Office of the Dean of Research, Stanford University

“The best on-line class I've taken! I found it interactive, relevant, and convenient. I highly

recommend it." ( About Influence Matters!®) Mark Pellowski, SVP Finance, Informatica

Finance, Informatica

“What great tools I now have to use in influencing! The short video clips for each topic, case

studies and articles, and the WebEx meetings with breakouts all contributed to a higher level

of learning. It was one of the best programs I have been through.” ( About Influence

Matters!®) Cindy Olsen, SVP, HR, Concur

"LeaderXpress programs have a certain interactive quality that makes them much different

and better than other programs. I felt like the goals are clear and we got down to business. Be

prepared to ask yourself some difficult questions and to be challenged. Expect to feel





exhilarated both as you're going through the program and on your way out."

Kimberly Kupiecki, Dow Water and Process Communications Leader, Dow Chemicals

"The leadership forum program provided me a pathway towards the next level of my

leadership in my life and life's work. With Denise's intuitive guidance and her coaching

expertise, I was able to move my work forward in a very short time frame. Most importantly, I

realize that the leadership passage for me is one of my life's passions." Lisha Driscoll, VP in

private wealth management technology, San Francisco

"I got a chance to fulfill my vision, written in your leadership forum. In all honesty, it was your

leadership forum and coaching that got me into gear, allowed me to seek and take ownership

of my future, and take actions as needed. Thanks." Pat Wadors, Vice President Global Talent,

LinkedIn

If you’d like to read additional comments from clients, please come on over and visit our

Testimonials page.

http://www.leaderxpress.com/public/Clients-and-Testimonials.cfm






Contact

You can connect with Denise here. Just click on a link below.

Blog: www.DeniseBrouillette.com

Twitter: www.twitter.com/DFBrouillette

LinkedIn: www.linkedin.com/in/DeniseBrouillette

LeaderXpress: www.LeaderXpress.com

Email: [email protected]

The material in this ebook covering the five influence mistakes and the methods for avoiding

them is adapted from Influence Matters, Denise’s popular international webinar series that

she delivers inside organizations.



http://www.leaderxpress.com/public/influence-matters-3.cfm





5 Influence Mistakes That Hold You Back at Work - And How to Avoid Them

Documents

Transcript of 5 Influence Mistakes That Hold You Back at Work - And How to Avoid Them