Technique 3.16 Influencers

Introduction

Pressure from technology, pandemics, etc has created a more complicated and complex work environment. This has highlighted the need to be able to influence.
"...this is not self-serving influence, but influence which is focused on ensuring balanced outcomes, considering the needs of all stakeholders......know how to get things done through other people and are aware of the environment in which they are operating. Influential leaders can cut through the noise, get traction, lead others and make change happen. They successfully collaborate, encourage and positively impact those around them. They use their personal power to secure sustainable outcomes..."
Michelle Gibbings, 2022a

Influencers get things done, generally through other people, ie
"...you get more done and you advance the projects you care about and are responsible for, which means you're more likely to be noticed, get promoted..."
Wayne Mansfield, 2022b

Being a good influencer is more than having a formal position and/or title. You know

- how to position yourself as an informal leader

- how to motivate colleagues to support your initiatives and adopt your ideas

- how to become a 'go-to person' that others look to for guidance and expert advice.

Understand how formal and informal networks function (for more details, see elsewhere in the Knowledge Base)
"...It's important to understand who influences whom, how decisions are made and what avenues exist to make progress and influence outcomes..."
Michelle Gibbings, 2022a

What is required is an optimum mixture of technical and behavioural skills; having just technical skills is not enough.

Ten components of successful influencers

i) know yourself (need to understand yourself before influencing others, ie IQ, EQ & SQ (for more detail, see elsewhere in the Knowledge Base); realise that mistakes are learnings; understand what drives your behaviour; handle unconscious biases; encourage feedback; willing to be challenged and improve)

ii) act with integrity (this goes beyond self-interest, ie serve the greater good; understanding yours and others biases, ie we see the world through our own filters of experience; welcome differing thoughts, ideas, opinions, etc: seek feedback; integrity is hard to gain but easy to lose; build trust-based and enduring relationships)

iii) agile & focused (have clarity of purpose; prioritise effective use of limited resources like capital, people, energy, time, etc; continually review progress and make necessary changes; flexible, ie if required this approach can be decisive, collaborative, reflective, etc; willing to push the boundaries and think creatively; are aware of everybody's strengths and limitations)

iv) activate the system (understand how the organisation operates, how the players interact, make decisions, secure outcomes, etc; understand what drives change internally and externally; understand the organisation's strategies, tactics, business models, opportunities and challenges; focus on adding value; understand who influences whom and the role of rank and power; aim for best return on investment and effort)

v) understand others and build connections (you need to have good rapport with your colleagues, ie cultivate personal connections and allow them to get to know you more than for just your charisma; develop mutually beneficial, constructive, respectful, long-term relationships; understand what intrinsically and extrinsically motivates those around you; build effective networks; create power maps, ie
"...Create an org chart of decision-makers related to your issue......as you go through the levels, ask yourself, 'Can I influences this person directly? If not, whom can I influence who can influence that person. Then begin to think about how and when you will approach these various colleagues..."
Wayne Mansfield, 2022b)

vi) lead consciously (understand impact of their words and action, ie you 'walk the talk'; are authentic and behave a consistently; they
"...- know what they stand for and are prepared to take a stand about
     - take accountability for the mistakes they make and learn from them
     - are happy to hire people smarter than them
    - are acutely aware that inconsistencies in what they say and do are easily seen by others..."
Michelle Gibbings, 2022a

Your body language (including tone) is critical in conveying the right message (more detail, see elsewhere in the Knowledge Base)

vii) craft impact (impact is meaningful and effective; tailor the response to circumstances; be attuned to what is happening; don't take situations or people for granted; respect other people's views; make others feel heard and valued)

viii) negotiate wisely (know what you want from a negotiation; timing is important; understand other stakeholders' needs, operating style, personality, agenda, what they care about, perspectives, etc; understand what is involved to secure an agreement; be willing to compromise; be in the appropriate mindset before, during and after negotiations; take a long-term view; prepare, prepare, prepare, etc; downplay any self-interest
"...know the value of their personal power - that is power that is consciously derived from the persons understanding of and comfort with themselves..."
Michelle Gibbings, 2022a

ix) being a good motivator and persuader (understanding how to use techniques to motivate and persuade others, ie

- some general motivation techniques include fear and coercion, competitive spirit, desire for greatness, doing the right thing, personal gain and making a difference

- some workplace motivators include achievement, recognition, job interest, responsibility, autonomy, mastery, purpose and advancement

- some persuasion techniques include reciprocation, being consistent, being validated by others socially, encouraging personal acceptance, acknowledging authority, understanding scarcity and having fun.

( more detail, see elsewhere in the Knowledge Base)

NB This involves active listening, ie
"...make them feel heard. Start by giving them your undivided attention in one-for-one situations..."
Wayne Mansfield, 2022b)

Workplace resentment is fuelled by feeling disrespected and not being heard.

x) develop expertise (become a recognised expert in a specific area; keep your knowledge up to-date by attending industry conferences, enrolling in specialised certification programs, take a leadership role in a relevant professional organisation; use social media)

Questions

1. Knowing yourself

Questions	Answers*i Yes/Sometimes/No	Comments
1. What triggers your thought processes and behaviours?	NA
2. Do you let unconscious bias, assumptions, mindsets, etc drive your expectations on what should be?
3. Are you applying a fixed or growth mindset to the situation?
4. Do you hold fixed views on stakeholders, and are these views adversely impacting your relationships?
5. Are you keeping yourself open to learning and being challenged?
6. Are you eager to push yourself beyond your comfort zone?		(source: Michelle Gibbings, 2022 a)