Making Partnerships Work

Transcription

1 Making Partnerships Work Top Tips for Influencing NHS Skills Development

2 In the summer of 2013 we commissioned a piece of research to identify the competencies which will enable individuals and teams to excel in the new NHS landscape. As a result of this research it was recognised that individuals need to be more business focused, more entrepreneurial, more creative and more relationship orientated than ever before. This top tips flyer will give you advice on how to develop strong relationships and influence clinicians and other partners.

3 What is Influencing? Influence can be defined as the ability to alter or sway an individual s or a group s thoughts or actions. The key to successful leadership today is influence, not authority. As organisational structures change, so do working practices. In order to do your job effectively and produce work of high quality, you need to influence others. Whether it s influencing someone to respond to a request for information, or to meet a deadline, or to agree to a meeting, or to support a proposal, you need them to play their part. Ken Blanchard, Author of the One Minute Manager Series How do you influence? 1 Be Assertive There are many ways to influence. Threatening to let someone s car tyres At the opposite end of the scale, being woolly and unclear about what down if they don t meet your 4pm deadline might be enough to sway you want and why you want it is equally unlikely to alter someone s their actions on one occasion..but they are unlikely to want to work thinking or actions. Those who influence well are often described as being with you ever again! assertive. They tend to strike the right balance between their needs and those of the person they are influencing. TASK Consider the following approaches to influencing. Passive Assertive Aggressive I know what I want to achieve. I know what I want to achieve. I know what I want to achieve. I respect the position/needs of the other person. I respect the position/needs of the other person. I respect the position/needs of the other person. I confidently ask for what I want. I confidently ask for what I want. I confidently ask for what I want. I need some figures from Phil to put into my report. I need some figures from Phil to put into my report. I need some figures from Phil to put into my report. I know Phil s very busy at the moment. I know Phil s very busy at the moment. Phil, I need some figures from you for a report I m Maybe I can find another way of getting them. Phil, I need some figures from you for a report I m preparing. preparing. I know you re busy. What s the quickest way of getting them? Which approach do you typically use? What results do you get? How can you assertively approach your colleagues for the information or action you need from them?

4 How do you influence? 2 Understand the person you are influencing If we understand what motivates or drives someone, we can position what we need in a way that will encourage a positive response. TASK Consider which of these approaches will work for your colleagues and try them out. Popularity People like to be part of what others are doing, otherwise they feel left out. Everyone else is doing it I know that three other Divisions have already completed their review. Reciprocate Right from childhood people are conditioned to reciprocate; because you invited me to your party, I feel obliged to invite you back. Some people call it the reciprocation bank, the more you put in the bank, the more you can expect in return. It doesn t need to be big or expensive stuff that you give away; sometimes it s the little things can make a difference like sharing data or resources. I d be happy to cover the monthly meeting for you and update you on any actions that come from it. Favour Hand in hand with the reciprocation strategy, you can ask for a favour to be called in. It would mean a lot to me if you could get this report done today. As I m covering the monthly meeting for you, it would be great if you can update me after the project meeting. Power Base Even though we may not like it, we all tend to respond to powerbases, e.g. the law, the regulator, the boss, the board, etc. I know this is high on the Board s priorities. The auditor needs... Simon s asked for this... Logic People respond well to, and are influenced by logic. I ve done the sums, it makes sense to do it this way I ve spoken with the stakeholders and they ve all agreed this is the best way forward. It makes sense for you to do this. It s a no brainer. You ve got the skills, you ve got the time. Why wouldn t you want to achieve your target? Likeability The greatest influencing strategy is likeability, people buy people. We all respond well to those who are similar to us, have mutual goals and who pay us compliments. I know I can trust you with this. Your attention to detail is excellent.

5 3 Use a person s name. 6 Pinpoint the Problem A name is the core part of our identity, and so hearing it makes us much We all know people who tend to focus on the negatives and consider the more inclined to feel positively about the person who used our name. Try reasons why something can t be done. When you are trying to influence it next time you are at the canteen checkout and you can read the name- someone who has a negative response to what want, use questions to badge of the person who is serving you. Start your s with Hello tactfully probe to understand the root cause of their concern. Name instead of just Hello. This is an especially effective technique when you can make eye contact as you use someone s name. You say you can t do this. What specifically is getting in the way? What would need to change in the proposal for you to be able to 4 Paraphrase to show you re listening. support it? One of the most positive ways to influence others is to show them that You mentioned that my recommendation isn t practical. What in you really understand where they are coming from, that you have real particular is impractical? empathy for them. If you listen to what they say, and rephrase it as a What concerns you about this? question to confirm that you understood it, they are going to be more comfortable talking with you and be more likely to listen to what you have to say. Try using phrases like: So let me just check I understand. If I ve got this right, what matters to you about this is. Can I just summarise what I believe are your key points. And finally, remember the words of author Ernest Hemingway: The person with the most flexibility has the most influence 5 Give a Reason Make a Link When we want someone to alter their thinking or to take action for us, it can be very useful to give a context. If someone understands why your request matters to you or to the organisation, it will increase the likelihood of them taking action. I need this information by 4pm because the report has to be submitted at 5pm. I d like to meet with you because I know this project will impact on your team more than any other. By completing this action plan we will provide the Board with the assurance they need to sign off the audit. Different strategies will work with different people. Be flexible and try out different approaches to work out how you can influence others to support you to deliver.

6 Using influencing skills to negotiate. Negotiation is defined as discussion aimed at reaching an agreement. The ability to influence can help us when we are in situations when we need to reach an agreement with others on a way forward. As well as using the tips above, try these to help you find a solution that everyone s happy with: 1 Listen to the needs of the other person 3 Trust others to deliver Ask questions to find out what the other person wants, and genuinely Trust is critical when we are working with others. There are some people listen to their answer. Refrain from jumping in with your opinion. Respect who we naturally trust to get on with things, and others who need to earn that their needs are as important to them as yours are to you. our trust. What do you want to achieve? What would be your ideal outcome? TASK If you re struggling to trust someone, use the framework below to identify what s missing from your relationship, and work to build it up. What s important to you about this matter? 2 Know when to compromise Truthfulness to you about the outcome you want. If you want agreement that Respect someone will achieve a target by a deadline, consider if there is any room for manoeuvre. For example, can you extend the deadline? Can you adjust the target? Is there flexibility in how the target can be achieved? them into your confidence so they know the full picture of a situation? Sometimes we need to move to a middle ground in order to find a way forward. Before you go into a situation, think about what really matters Can you be honest with this person, and take Do you value the contribution this person makes in other areas? Are their values aligned with your own? Should this matter? Understanding Does or can this person get it? Will they understand where you are coming from or could they do with a bit of guidance? Support What will build up their confidence to deliver for you, and subsequently your confidence in their capability? Time Are you prepared to invest the time in this person? What could be the reward for you if you do?

7 So in conclusion what do others want. A shared vision and culture Passion and interest Effective communication, a shared language and understanding A willingness to listen and help The delivery of accurate and timely data that is well presented Visibility, approachability and an open manner Partnership working with joint decision making leading to a sense of shared purpose to improving patient care To find out more access a best practice guide for the NHS on Effective Clinical and Financial Engagement - available to download from the library at

8 The Skills Development (FSD) Network operates across NHS organisations in England. Its remit is to provide the infrastructure for improving leadership and professional development skills, raising standards and sharing best practice through economy-wide learning. The Skills Development Network uses a dedicated website, to publicise and support its work. The website is the primary source of information for all staff in providing resources for personal and organisational development. Skills Development activities include but are not limited to: Professional Education and Qualifications Lifelong Learning and Continuing Professional Development Talent Management Career Development Widening and Improving Technical Skills Achieving Excellence Partnership working Sharing Best Practice Networking Accreditation This document has been produced in conjunction with Aspire Development Ltd. Aspire has significant experience of working with individuals and teams in the NHS to support their personal and business performance. If you want to discuss how Aspire can help you and your team to successfully influence and negotiate with others, then please call us on , or visit the Aspire website at