How to Influence Your Peers - cpareport.comPOLL 26 What would you do? 1. Skip it –too risky for...

INFLUENCE

YOUR PEERS

ACTION THROUGH IMPACT

CPA LEADERSHIP FORUM

CHAD COOK

KATHERINE BURIK

1

© Cook Consulting LLC 2013 The Interview Doctor, Inc. 2013 All Rights Reserved www.cookconsulting.biz 330-329-3137

POLL

2

Have you ever had a

work situation

involving people that

prevented you from

getting something

done?

1. Yes, sure.

2. Nope, everything always run

smoothly in my firm.


“We can do this the hard way or the easy way”

HOW DO YOU GET THINGS DONE?

3


INFLUENCE

To have an impact on a person, thing or course of events

Getting something done through others

Action

4


IS THIS INFLUENCING?

5


A great way to get something done with and through other people

6

DOESN’T HAVE TO BE A BAD THING


WHAT IF?

7

Boss tells you

to do

something?


WHAT IF?

Co-worker

tells you to do

something?

8


If not based on power, then must be some other reason

9

DO IT IF IT MAKES SENSE TO YOU


NOTE TO SELF:

10

You are most influencial when you:

• Observe what is going on around you

• Consider your options

• And elect to act in a manner that benefits everyone


SCENARIO 1

INADVERTENTLY SEE A

PROBLEM IN ANOTHER

CLIENT’S FILE, NOT UNDER

YOUR CONTROL

11


POLL

12

What would you do? 1. Ignore the problem.

2. Get lots of facts then barge

into the partner’s office with

the solution

3. Enlist the support of others

4. Appeal to something

important to the partner

5. Talk to the other person


Hot spot? Behavioral style? Other person’s values? Level of risk?

13

WHAT TO CONSIDER?


Influence others to

win/win

Minimize risk

Achieve mutual

benefit

GET THINGS DONE THROUGH

PEOPLE

14


PRINCIPLE

15


INFLUENCE

“Influence”

grows when

“Power”

declines and

“Convince”

increases

16


YOUR APPROACH DETERMINES

THE OUTCOME

17

Lose

Win

Bonanza!!Choose your

approach

wisely

Adversarial

Positional

Collaborate

Partner

YOUR BEHAVIOR MAKES

THE DIFFERENCE

18


NOTE TO SELF:

19

Your behavior determines the

outcome.

You can choose to be sneaky or co l laborat ive .

I t i s up to you!


WHAT SHOULD TOM DO?

Adversarial

Positional

Collaborate

Partner

20


WHAT SHOULD TOM DO?

Adversarial

Positional

Collaborate

Partner

21

Ignore

problem?


WHAT SHOULD TOM DO?

Adversarial

Positional

Collaborate

Partner

22

Get lots of

facts?


WHAT SHOULD TOM DO?

Adversarial

Positional

Collaborate

Partner

23

Appeal to

something

important to

other person?


WHAT SHOULD TOM DO?

Adversarial

Positional

Collaborate

Partner

24

Enlist support

of others?


SCENARIO 2

HOW TO GET RESOURCES

OR FUNDING FOR A NEW

PROJECT IF YOU DO NOT

CONTROL THE RESOURCES

OR FUNDING

25


POLL

26

What would you do? 1. Skip it – too risky for

someone so young

2. Just do it. What is the worst

that could happen?

3. Barge into partner’s office

with this great idea.

Depending on his reaction, it

could be a short trip

4. Figure out some way to

convince partner it is a good

idea. I wonder how to do that?


CONSIDER THE IMPACT OF

THE APPROACH

Adversarial

Enemies

Yesterday

Plot attack

Attack ideas and each other

Hunt or punish

LOSE-LOSE

Positional Collaborate Partner

27

Skip it Or Go behind partner’s back – sneaky

LOSE - LOSE


Adversarial

Enemies

Yesterday

Plot attack


Hunt or punish

LOSE-LOSS

Positional

Opponents

Today

Prepare own ideas

Advocate for own ideas

Get what you want at other person’s expense

WIN-LOSE

Collaborate Partner

28

Go in strongPartner likes the idea but dislikes the approachGoes along with idea but a black mark for style

WIN-LOSE


THE APPROACH



THE APPROACH

Adversarial

Enemies

Yesterday

Plot attack


Hunt or punish

LOSE-LOSS

Positional

Opponents

Today

Prepare own ideas



WIN-LOSE

Collaborate

Colleagues

Tomorrow

Include others’ perspectives

Explore others’ ideas

Meet your needs and also satisfy others

WIN-WIN

Partner

29

Explain advantagesAppeal to interests and styleListen for other ideas and incorporateRe-frame package and approach

WIN-WIN



THE APPROACH

Adversarial

Enemies

Yesterday

Plot attack


Hunt or punish

LOSE-LOSS

Positional

Opponents

Today

Prepare own ideas



WIN-LOSE

Collaborate

Colleagues

Tomorrow




WIN-WIN

Partner

Partners

Long term future

Prepare together

Develop common goals

Ensure needs of partner are met

WIN

30

Takes 2 to work togetherAll results from “collaborate” plus expanded buy-in for punch

Implement so idea becomes part of long term business strategy

BONANZA WIN!


THE APPROACH DETERMINES

THE OUTCOME

Adversarial

Enemies

Yesterday

Plot attack


Hunt or punish

LOSE-LOSS

Positional

Opponents

Today

Prepare own ideas



WIN-LOSE

Collaborate

Colleagues

Tomorrow




WIN-WIN

Partnership

Partners

Long term future

Prepare together

Develop common goals

Ensure needs of partner are met

WIN

Move to the RIGHT

31


NOTE TO SELF:

32

The way you approach the situation makes all the difference.

Work towards partnership with your colleagues to get the outcome you desire.


SCENARIO 3

CONVINCE SOMEONE TO GO

ALONG WITH A CHANGE

THAT INFRINGES ON

HIS/HER TURF

33


POLL

34

What would you do?

1. Directly task other team member

to help out. Colleague is furious.

2. Go to boss and get resources

assigned without checking with

colleague. Colleague is furious.

3. Make a deal with colleague in

advance to supply extra

resources for crunch time. Both

go to boss to explain decision.

4. Arrange with colleague to have

teams work together on big

projects. Pool resources to work

on both clients together.

5. None of these options seem good

to me.


LET’S UNPACK THIS

OPTIONS

1. Directly task other team member

to help out. Colleague is furious.

2. Go to boss and get resources

assigned without checking with

colleague. Colleague is furious.

3. Make a deal with colleague in

advance to supply extra resources

for crunch time. Both go to boss to

explain decision.

4. Arrange with colleague to have

teams work together on big

projects. Pool resources to work

on both clients together.

IMPACT OF CHOICE

1. Adversarial approach

(lose-lose)

2. Positional approach (win-

lose)

3. Collaborate approach

(win-win)

4. Partnering approach

(BONANZA)

35


NOTE TO SELF:

36

To understand “Influence” have to understand how actions make people feel.

Do you repel people or compel people to work with you?


ADVERSARIAL OR

POSITIONAL?

Go behind colleague’s

back

How will it make

colleague feel??

How would you feel??

Someone gets in

trouble

37


COLLABORATE OR

PARTNER?

Confer

Balance resources

Go to boss with solution

to two problems and two

happy clients

38


HOW TO APPROACH

ANOTHER PERSON?

THE BIG QUESTION:

39


REMEMBER

“FOUR”

ELEMENTS

40


Plan

Structure and

present clearly

Know what is

important

How to

communicate to

other person

FRAMING

41


KNOWLEDGE IS

CRITICAL

Get good

information in

advance

Relate to others and

to context

Keep it simple

42


NOTE TO SELF:

43

I can frame a discussion by:

• Planning what to say ahead of time

• Linking my conversation to context that is important to the other person

• Appealing to something important to the listener

• Listening for reaction


Re-examine and

change your

view with new

information

OPENNESS

44


Keep an open mind

Encourage

response

Consider new

information

Don’t be defensive

CHALLENGE YOUR THINKING

45


Are you sure?

At least listen!

I AM NOT DEFENSIVE!

46


NOTE TO SELF:

47

My proposal will be stronger and more appealing when I:

• Question my own ideas

• Listen to others

• Consider other opinions

• Am not defensive


Find out what is

really important

to others

UNDERSTANDING

48


Deal with the other person’s reality

GIVES YOU DATA YOU CAN USE

49


No short cuts

Saves time in long run

IT TAKES TIME

50


REALLY LISTEN

51


NOTE TO SELF:

52

When I want to really understand the other person I:

• Listen patiently and non-defensively

• Check for understanding

• Repeat what I’ve heard to make sure I really understand


Over time,

meeting each

other’s needs in

ways that are

valued

RECIPROCITY

53


Balance builds cooperation

GIVE SO YOU CAN GET

54


What kinds of

exchanges are

possible?

How can you

put it into

action NOW?

THINK CREATIVELY

55


NOTE TO SELF:

56

Think of ways to incorporate the other person’s ideas into the

ultimate solution.

Give the other person credit. It was a joint

effort. Make sure everyone know.


LET’S CONSIDER SOME SITUATIONS

57


SCENARIO 4

HOW TO DEAL WITH

SOMEONE NOT

PULLING THEIR OWN

WEIGHT

58


WHAT SHOULD DAN DO?

Adversarial

Positional

Collaborate

Partner

59

Gossip and get

mad?


WHAT SHOULD DAN DO?

Adversarial

Positional

Collaborate

Partner

60

Complain to

boss?


WHAT SHOULD DAN DO?

Adversarial

Positional

Collaborate

Partner

61

Talk directly to

Sue to

understand what

is going on?


WHAT SHOULD DAN DO?

Adversarial

Positional

Collaborate

Partner

62

Can we get to

the BONANZA?


NOTE TO SELF:

63

Don’t assume.

You stand a good chance of be ing

wrong.


THINK “FOUR”

64


Consider environment to ask question

65

SET THE STAGE

THEN FRAME QUESTION

66


Hey Sue…

BE OPEN TO WHAT SUE

HAS TO SAY

67


I have a big problem at

home…

IS THERE A SOLUTION?

68


I just want to help…

RECIPROCATE TO

INFLUENCE CHANGE

69


There is one thing you can

do…

NOTE TO SELF:

70

Use the techniques in any order needed

to get the act ion you seek .

The model i s not l inear .


What does this

have to do with

influencing?

71

HUH?


SCENARIO 5

GET BACKING AND

SUPPORT FROM YOUR

BOSS

72


POLL

73

What would you do? 1. Just go ahead and do it

2. Present the completed

program at the next partners

meeting and see what

happens

3. Talk to the managing partner

in advance to get his support

4. Enlist the support of other

partners prior to the partners

meeting

5. None of these


WHAT SHOULD TONY DO?

Adversarial

Positional

Collaborate

Partner

74

Just go ahead

and do it?



Adversarial

Positional

Collaborate

Partner

75

Present

program at

next meeting



Adversarial

Positional

Collaborate

Partner

76

Talk to

managing

partner in

advance?



Adversarial

Positional

Collaborate

Partner

77

Enlist the

support of other

partners prior to

the partners

meeting?


78

HOW TO DO THIS?


Framing

Openness

Understanding

Reciprocity

79

HOW TO DO THIS?


USE THE “FOUR” TO

INFLUENCE RESULTS:

Share what you are trying to

accomplish

80


81

HOW TO DO THIS?


Hey Joe…

82

HOW TO DO THIS?


Hey Joe…

(State the problem)

83

HOW TO DO THIS?


Hey Joe…

(Identify the cost)

84

HOW TO DO THIS?


Hey Joe…

(Share info you collected)

85

HOW TO DO THIS?


Hey Joe…

(Share your idea)

86

HOW TO DO THIS?


Hey Joe…

(What does he think?)

POLL

87

What could happen?

1. Joe could disagree

2. Joe could agree

3. Joe could have a great

way to make the idea

stronger

4. None of these


NOTE TO SELF:

88

Break down barr iers to

res i stance with information



INFLUENCE RESULTS:


accomplish

Be open to other ideas that might

make the result stronger

89


90

BE OPEN TO NEW IDEAS

Tony, what if…


91

HOW TO DO THIS?


That’s a great idea! Can you

expand on…


INFLUENCE RESULTS:


accomplish



Understand what is important to

others

92


93

UNDERSTAND OTHER

PERSPECTIVES

Have you ever

considered…



INFLUENCE RESULTS:


accomplish



Understand what is important to

others

Look for ways to meet others’ needs

94


NOTE TO SELF:

96

We are al l

stronger when

we col laborate

over solutions


97

LET’S SUMMARIZE


Getting

something done

through and

with people

98

INFLUENCING IS…


Collaborative solutions

Vision

Time

Listening

FOUR

99

INFLUENCING REQUIRES…


TRY FOUR ON YOUR SITUATION

100


SHARE YOUR SITUATION

10

1

What situation are you

dealing with today that

can be helped through

influencing?


WHY?

____________________

____________________

____________________

____________________

102

WHO TO APPROACH?

____________________

____________________

____________________

____________________


FOUR ELEMENTS YOUR PLAN?

____________________

____________________

____________________

____________________

Framing:

Openness:

Understanding:

Reciprocity:

103


• Rate your preparation

• Did you relate your ideas to other person’s needs?

• Did you link your ideas to business strategies?

Framing

HOW DID YOU DO? 104


Framing

• Did you remain open minded?

• Did you encourage other person to improve on your ideas?

• Did you consider new information?

• Did you avoid debate and defensiveness?

Openness

HOW DID YOU DO? 105


Framing

Openness

• Did you probe behind views and feelings?

• Did you give the person a chance to talk?

• Did you really listen?

• Did you check to be sure you understood correctly?

Understanding

HOW DID YOU DO? 106


Framing

Openness

Understanding

• Did you indicate intent for mutually beneficial solution?

• Did you encourage creative exchanges?

• Did you demonstrate commitment to other person’s needs?

• Did you give the other person credit for ideas and contributions?

Reciprocity

HOW DID YOU DO? 107


Define success as partnership

Influence to a WIN-WIN result!

DID YOU MOVE TO THE RIGHT?

108

Adversarial

Positional

Collaborate

Partner


How will you

incorporate influence

into your regular work

life?

109


Katherine Burik, Partner, The Interview Doctor, Inc.®

www.InterviewDoc.com 330-495-2337

Chad Cook, Chief Catalyst, Cook Consulting Group, LLC

www.cookconsulting.biz FIX PHONE #

110


QUESTIONS?

http://www.interviewdoc.com/

http://www.cookconsulting.biz/

Katherine Burik, Partner, The Interview Doctor, Inc.®

www.InterviewDoc.com 330-495-2337

Chad Cook, Chief Catalyst, Cook Consulting Group, LLC

www.cookconsulting.biz 330-329-3137

111


INFLUENCE

YOUR PEERS

ACTION THROUGH IMPACT

CONNECT WITH US ON LINKEDIN!

http://www.interviewdoc.com/

http://www.cookconsulting.biz/

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