Influence and leadership convincing the bear keynote

Convincing the bear Influence without Authority

PMI Portland Chapter,

19th January 2016

Michael Nir President Sapir Consulting

Michael Nir

• President @ Sapir Consulting LLC - M.Sc. PMP® SAFe®

• Author of 11 bestselling business books

• Global clients - telecoms, hi-tech, software development,

R&D environments and petrochemical & infrastructure

• Integrates the hard and soft parts of Business &

Development

• Hooked on mountain biking

Objectives

To depict best practices for winning influence

without authority

To impart you with practical methods to increase

your personal influence power

Are we effective

Influencers?

Where do you need to influence when

you lack authority?

Discuss with the person next to you

Confusion and conflict is inherent, Influence without authority - necessity

MATRIX: LIMITED RESOURCES AND KNOWLEDGE SHARING

That’s because the modern organization is sometimes like handling bears

During a face to face encounter the bear is always right

SIMILAR TO OUR WORK PLACE

Confusing guidelines

DENALI NATIONAL PARK – BEAR GUIDELINES

Matrix Life Saving Rules LET’S RE-WORD A BIT

Bill or Lauren from Finance

Know Thy Bear

The people we work with in the matrix decide whether to collaborate much like bears in the wild

OMNIVORES BEARS IN THE MATRIX

3 Fundamentals : Stakeholder management, Leadership approach, Influence style

INFLUENCE WITHOUT AUTHORITY MODEL

Essential elements for influence without authority

Sitting on the fence

Identifying the cake

Focus in influence circle

Influence strategy -

liking

STAKEHOLDER MANAGEMENT - KEY CONCEPTS

We tend to engage in conflict with the naysayers instead of investing in the allies

STAKEHOLDER MODEL

Trust

Ag

reem

en

t

Allies Accomplices

Opponents Adversaries

Fence-Sitters

Stakeholders view the same topic from various perspectives

STAKEHOLDER PERSPECTIVE

Stakeholder A emphasize payment terms…


Stakeholder B emphasize quality...Focus – What is in it for me - WIIFM


What you can do with what you have, rather than what you can’t with not

COVEY 7 HABITS

I can’t do this because you didn’t give me that

I can do this if you give me that

People by and large are social beings…not resources

LIKING - INFLUENCE STRATEGIES

Liking can be based on

many things!

• Shared interests

• Shared ideas, ethics

• Shared experiences

• Active listening

• Friendship and trust

Manage perceptions and create coalitions

BEARS IN THE MATRIX

How to manage and lead Stakeholders

SUMMARY OF CONCEPTS

Identify the stakeholders

Assess: Allies, Opponents,

Fence sitters, Accomplices

Construct method for

leading the ‘on the fence’

Focus in influence circle

Think – Liking

How to identify great influence and collaboration - example

TEAM WORK

3 Fundamentals : Stakeholder management, Leadership approach, Influence style



LEADERSHIP APPROACH - KEY CONCEPTS

Qualities of a leader

Situational leadership

Listening and

coaching

Concepts about what makes a leader have been changing

LEADERSHIP THEORIES

Great man & Trait

Participative,

transactional,

transformational

Situational & Contingency

3871 executives globally – six distinct leadership styles with defined impacts

SITUATIONAL LEADERSHIP

Affiliative – people

come first

Coacher – try this

Coercive - do

as I tell you Authoritative –

come with me

Pace setter –

do as I do Democratic - What do

you think?

Most can easily master 2 styles – grow your inventory

D. GOLEMAN – LEADERSHIP THAT GETS RESULTS – QUANTIFIABLE

Innovate

To organization

People set

Per. feedback

Mission values

To purpose

Personal Styles

5-34

Expanding the repertoire is based on emotional intelligence

QUESTIONS TO DEVELOP ACTIVE LISTENING (&COACHING)

If I understand correctly….

So, what you are suggesting is…

What would you like to see?

What is your intake on…

What do you think is possible?

How do you recommend to

proceed?

How to increase your leadership aptitude

SUMMARY OF CONCEPTS

Which is your preferred

leadership style?

Which style you can

otherwise master?

Increase your active

listening expertise – be

aware.

An example of passive listening

WHO’S ON FIRST

3 Fundamentals Stakeholder management, Leadership approach, Influence style



Communication styles

Influence style

INFLUENCE STYLE - KEY CONCEPTS

Same Same but different

THINKING STYLE DIVERSITY

Based on our own emotional and cognitive

experience we tend to think that others have

identical thinking patterns

We could not be more wrong

Our individual communication patterns are based

on personal specific experiences, emotions,

thoughts, preferences and more

Adapt your communication style to increase your influence without authority

FOUR DOMINANT STYLES – PREDICTIVE MODEL

Process – Facts, Data

People – Needs, Values

Action – Objective

Idea – Concepts, Creativity

Directive

Resp

on

siv

e

High Assertiveness,

control, force

High Sensitivity,

feelings, relationship

People style – building understanding

Energy – moving with, empathetic

Actions – sharing, listening

Outcome – understanding

Key words – people, needs, sensitivity,

relationships, beliefs, co-operation,

team spirit

Cultures – Asia, Japan, social

professions, HR, health and education

OVERVIEW





Directive

Resp

on

siv

e

Idea style – building cooperation

Energy – moving together, inspiring

Actions – connecting, envisioning

Outcome – cooperation

Key words – concepts, innovation,

potential, creativity, possibilities

Cultures – France, R&D, project

leadership, younger generation (why are

we doing it, asking questions as a norm)

OVERVIEW





Directive

Resp

on

siv

e

Process style – building solution

Energy – moving at, debating

Actions – proposing, reasoning

Outcome – solution

Key words – facts, details, procedure,

observation, proof, planning, analysis

Cultures – central Europe, engineering,

accounting, oil and chemicals,

government, manufacturing, pharma

OVERVIEW





Directive

Resp

on

siv

e

Action style – building deal

Energy – moving against, bargaining

Actions – demanding, exchanging

Outcome – deal

Key words – results, objectives,

performance, deals, challenges,

decisions

Cultures – US, Australia, sales, retail,

consumer goods, senior managers

OVERVIEW





Directive

Resp

on

siv

e

Influencing the styles – the Z model

Agree the facts – Process

Work out what logic suggests – Process

Discuss the different possibilities –

Idea

Check out potential people's reactions – People

Recommend a course of action – Action

How to influence the styles

SUMMARY OF CONCEPTS

Identify your style

Notice your word selection

Analyze your stakeholders

perceived preferences

Use Z model for

influencing diverse

audiences

3 fundamentals : Stakeholder management, Leadership approach, Influence style


Next steps

SUMMARY

Analyze your preferences…

Chose one/two concepts

What would you do differently?

Plan how to use it, ask for support

Ask for coaching

This specimen is not to be confused, and found only in hierarchical environments

Thank you!

I wish you success in

influencing and leading the

bears of your organization

cs.com-m.nir@sapir

http://www.unicom.co.uk/eventdetail.php?epd=99

http://www.unicom.co.uk/eventdetail.php?epd=99

mailto:[email protected]



Influence is the process

Power is the resource

DEFINITIONS

Influence – the process of using power to get someone

to do something

Leadership – the capacity to enlist the aid and support of

others, in the accomplishment of a common task

Authority – the power or right to give orders, make

decisions, and enforce obedience

When style is appropriate 1

When style is appropriate 2

Matrix Blues

I don’t know what they do or how to get them involved.

I have one boss who says I should focus on ‘X’ and another who says focus on ‘Y’

No one knows who is responsible any more.

How do I get things done when all of my team reports to a different manager?

I have the responsibility for the project completion but I don’t control any of the re

sources.

The project team is located on 3 different continents and time zones so that there

is no time when we are all in our offices at the same time. Yet

efficient communication is the key to our success. How do you make that work?

The ladder of inference Chris Argyris - Harvard

Generations Building highly effective teams

Baby boomers: (born 1946-1964)

Team working style - Teamwork is about “pulling together” and “team spirit”

Team meetings are scheduled at key points in the project (a planned

approach).

Value/style in teams - Must have common purpose, values, goals etc. It’s

important that people “fit”.


Gen X: (born 1964-1980)

Team working style- Value the unique contributions that people can make.

Team meetings are scheduled at key points in the project (a planned

approach).

Value/style in teams - Realize that diversity is good but sometimes struggle

with it. Like the networking aspects of team-working.


Gen Y: (born 1981-2000)

Team working style - Trust and openness is paramount. Want team meetings

only when they are needed – little and often.

Value/style in teams - Likes to know the bigger picture, purpose. Diversity is

exciting and challenging to them – it’s an opportunity to learn. Status not an

issue – they speak to the „person‟ not the „position‟.

Their concerns/weaknesses - Can appear too „random‟ for Boomers and Xers

and may need to receive coaching on project planning and formal feedback

mechanisms. Can appear to be disrespectful to more senior team member.

Influence and leadership convincing the bear keynote

Leadership & Management

Transcript of Influence and leadership convincing the bear keynote