Tools and Techniques: Building Your Ability to Influence

Transcription

1 Leadership Dynamics, Inc. Tools and Techniques: Building Your Ability to Influence Nancy Clark Del Chandler

2 Proposed Overview Whom Do You Need to Influence Influence Depth Chart Influence Opportunities Communication and Influence Calendar Meeting and Influencing Techniques for Greater Influence and Success Evaluation Can you apply it tomorrow?

3 Whom Do You Need to Influence

4 Whom Do You Need to Influence Formal and Informal Influencers and Decision Makers Don t leave your influence to chance unless you like constant surprises.

5 Influence Depth Chart INFLUENCE DEPTH CHART PROJECT: Project Management Team Connection Client Team Jay Jones (F) Decision Executive(s) Sally Pain (F) Frank Wright (F) Sue Anderson (I) Senior Executive(s) Mary Michaels (F) John Nitz (I) Me Project Mgr Managers Jeri Spaci (F) Lefty O Doul (F) Bridget Jones (F) Tom Jacob (I) Team Members Alice Waters (F) Margaret Yeats (F) Clarence White (I)

6 Influence Depth Chart INFLUENCE DEPTH CHART PROJECT: Project Management Team Connection Client Team SS Decision Executive(s) Senior Executive(s) Managers Team Members

7 Social Styles Model Task Analyzer Controller Slower Faster Assertiveness Cooperator Expresser People Responsiveness You need to know their style in order to speak their language. Copyright 2004 Praendex Incorporated

8 Working with Social Styles Key characteristics View of the world What gets their attention How to behave with them What to support How they make decisions What they need from you

9 Backup Styles When individuals become uncomfortable, they display behaviors from their backup style Style Controller Expresser Cooperator Analyzer Backup Style Boss Attack Give-in Avoidance

10 Influence Opportunities

11 Communication and Influence Calendar Apply PM skills to manage communications and influence Develop a calendar of influence points If you want to be strategic, you have to plan ahead.

12 Meeting and Influencing

13 Your World vs. Their World Your World Their World

14 Techniques for Greater Influence & Success How should you: Open the conversation Investigate and assess the needs/situation Present ideas, approaches Confirm agreements/addresses objections Position yourself as a long-term, strategic advisor The most effective influencers leverage selling techniques.

15 A Quick Look at One Element: Investigate Before you present, you have to know more about your business partner: What are their current and future business needs? Who all do you have to influence? One or many? How do they make decisions? How do you find out what you need to know? Investigate! Ask the RIGHT TYPE of questions

16 Types of Questions There are 3 types of questions: 1. Closed-Ended Confirm information or set the stage for deeper probing 2. Open-Ended Obtain more information 3. Investigative Deepen the level of information you obtain

17 Strategic Questions Investigative, strategic questions Elicits greater depth and breadth Begins with: Explain, Share, Tell, Explore, Describe, Give, Help me understand... Examples: Describe what you are hoping to see as a result Tell me about your goals for this year

18 Benefits of Influencing Skills World-class Influencers Build trust and credibility Understand business partner s real motivations, drives and needs Effectively present ideas and value of your solution Handle objections and gain agreement Position for long-term relationships

19 Plan Your Next Meeting Tool/Technique Plan Open Investigate Present Confirm Position

20 Executive Summary Comparative Group Results Atlanta Chicago Los Angeles New York Pittsburgh San Francisco Washington DC All Participant Summary Anita Lang Kelley Peterson Scott Brown John Chase Duncan Ward Diana Wilson Victoria Norton Mary Brewer Melody Trent Patricia Waters Jonathan Fitzgerald Darla King Tony Josephs Anne Lynch Dennis Cox Sonia Marks Allison Grimes Mary Francis Erick Woods Marie Williams Catherine Thompson Elizabeth Gould Stephen Armstrong Total Total % Open Investigat Present Confirm Position Correct Correct # 5.0 e % % % % % % % % % % % 72.0% % % % % % % % % % % % % How can you help your team, if you don t know where their gaps are?

21 Evaluation

22 Evaluation/Feedback Was this helpful? Did you gain some tools and techniques? Can you start to apply some of them tomorrow/next week? Q & D

23 Thank You How to contact us: Leadership Dynamics, Inc Nancy Clark Del Chandler (mobile) (mobile)