Managing Up SWPTA Mid-Year Training 2017 Managing Up Influence Without Authority Presented by: Vicki Pero, Principal, vpero@marlyngroupllc.com 800.825.6310
Vicki Pero, Principal, SPHR, CPP Well-balanced in operational leadership and support, Vicki zeros in on employee training, recruitment, and organizational development programs to improve outcomes putting people first. 20 years of experience in the parking industry have cross-trained Vicki to manage challenges from the inside out. During her career she has managed a regional territory comprised of 80 locations, has led a company s field audit function, and has designed training solutions for all levels of employees.
The Company We Keep Self-Confident Collaborative Communicative Influential Decisive Results-Driven Assertive Sensitive Articulate Educational Respectful Compassionate Accountable
Influencing Others Formula for Success Data Emotion
Feeling Versus Doing Exercise When asked to complete a task, if you felt it was going to be Would you list it as a first, second or third priority? 1. A waste of time 2. Rewarding 3. Frustrating 4. Exasperating 5. Making the company money 6. Energizing 7. Crucial
Learning Objectives After today s session, you will be able to: Balance emotions with data when performing work and making decisions; Use the DISC Tool to improve and adapt communications in order to influence others and achieve business objectives; and Apply the Cohen-Bradford Influence Without Authority model.
Emotion and Data Balance Overview Managing Up
Emotional Intelligence The capacity to recognize our own feelings and those of others for motivating ourselves, and for managing emotions well in ourselves and our relationships. Emotional intelligence describes our ability to complement our academic intelligence. - Daniel Goleman Simply put EI is our ability to self regulate our own emotions and recognize the emotions of others as a factor when performing our jobs in the workplace. We will take the next step with EI by balancing it with data in order to make decisions and influence others.
Emotion and Data Balance Assess Behavior Yours Those You Want to Influence Deliver Your Message Effectively Emotional Button Pushers Triggers and Best Practices
DISC Profile D I S C DOMINANCE "POWER" INFLUENCE "PEOPLE" TELL WRITE SELL LISTEN COMPLIANCE "POLICY" STEADINESS "PACE"
What DISC IS and ISN T Managing Up
DISC Highs and Lows Descriptors DISC Factor Dominance Influence Steadiness Compliance High and Low Descriptors High: Driving, Assertive, Direct Low: Consultative, Cautious, Mild High: Verbal, Positive, Persuasive Low: Serious, Factual, Reflective High: Patient, Deliberate, Kind Low: Active, Fast Paced, Flexible High: Careful, Accurate, Logical Low: Bold, Independent, Firm
DISC Overview First Focus (Based on the High Factors) High Factor High D: High I: High S: High C: First Focus Results, Negotiate, To-Win People, Consensus to Results Pace, Progress, Predictability Policy, Past Protocol, Data
DISC Communications Styles (Based on High Factors) High Factor High D: High I: High S: High C: Communications Style Tell, Direct Sell, Persuade Listen, Observe Write, Question
DISC Descriptors Managing Up
DISC Self Assessment In your workbook, proceed to the DISC exercise. Within each row, place a 4 next to the item you most resemble within a work environment and a 1 next to the item which you least resemble. Then the 2 & 3 in remaining columns. Total up each column once complete.
My Personal DISC Profile High D: Results First Focus (Based on High Factors) High S: Pace, Progress Communication Style (Based on High Factors) High D: Tell/Direct High I: People, Building Results High C: Policy, Information High I: Sell/Persuade High S: Listen D I S C High D: Driving, Assertive, Direct Low D: Consultative, Cautious, Mild High I: Verbal, Positive, Persuasive Low I: Serious, Factual, Reflective High S: Patient, Deliberate, Kind Low S: Active, Fast Paced, Flexible High C: Careful, Accurate, Logical Low C: Bold, Independent, Firm High C: Write Motivators (Based on High Factors) High D: Tangible Goals High I: Recognition High S: Security/Team High C: Policy and Info
Your DISC Profile Managing Up
Reading Others Now that we have a good sense of our own DISC Profiles, it s time now to consider our colleagues and based on their indicators, what we believe their DISC Profiles may be. Understanding their profiles present opportunities for us to stretch our own to be better heard. This is essential to influencing others. Perception of the message is owned by the receiver, not the sender. If you have ever found yourself saying, I told him/her so many times to do this and he/she won t do it! one of the reasons may be your colleague isn t hearing what you re saying. If you modify your approach, it s very likely in these situations, they will understand you.
High D Behaviors High I Behaviors High S Behaviors High C Behaviors Speed Reading Others q Tries to take over q Will interrupt q Restless, Impatient q May point q Very enthusiastic q Friendly q Tells stories q May use lots of hand gestures q Good listener q Relaxed and kind q Resists Change q Non-aggressive q Will write notes q Precise q Cautious in expressing feelings q Asks for information in detail High D Do s High I Do s High S Do s High C Do s q Discover things themselves q Talk options and ideas q Use a steady pace q Be sympathetic and organized q Focus on business q Ask how they are feeling q Ask questions and listen q List advantages and disadvantages q Argue facts, not emotions q Summarize in writing what s been qsupport their ideas q Give things in writing q Negotiate agreed to qoffer guarantees q Provide proof q Recognize their ideas High D Don ts High I Don ts High S Don ts High C Don ts q Tell them what to do q Talk facts without feelings q Introduce rapid change q Rush decisions q Give too much detail or use too q Allow them to lose respect or self q Change routine or q Make sudden changes many rules worth environment q Leave out the details q Take too long to do things q Argue q Rush them
Speed Reading Others Dominance Observable Behaviors Tries to take over Will interrupt Restless, Impatient May point Ways to Engage Discover things for themselves Focus on business Debate facts, not emotions Negotiate Ways to Potentially Disengage Tell them what to do Give too much detail Give too many rules Take too long to do things
Speed Reading Others Influence Observable Behaviors Very enthusiastic Friendly Tells stories Very demonstrative with hands and face Ways to Engage Talk options and ideas Ask how he/she feels Summarize in writing what s been agreed to Recognize his/her ideas Ways to Potentially Disengage Talk fact without feelings Demonstrate disrespect Argue (for the sake of)
Speed Reading Others Steadiness Observable Behaviors Good listener Relaxed and kind Extremely observant Non-aggressive Ways to Engage Use a steady pace Ask questions and listen Offer the why behind a change/priority Offer guarantees Ways to Potentially Disengage Introduce rapid and/or multiple changes Change routine or environment without explanation Rush them to decision or action
Speed Reading Others Compliance Observable Behaviors Writes notes Precise Selective eye contact Rarely expresses feelings Ways to Engage Be organized Provide pro s and con s to an idea/decision Follow up in writing Provide proof Ways to Potentially Disengage Expect a decision lacking fact/logic Make a sudden change in direction Leave out the details Try to push a decision that has high risk
Group Exercise Split into groups of 4 to 5 people Assign a group leader, note taker and presenter who will share your group s work with everyone Once you receive the handout, discuss as a group and answer the first question on the page and wait for further instructions
What s Their High? Managing Up
Emotional Button Pushers Triggers Blame Interrupters Subject Changers Notice the Warning Signs Dry mouth Flush face and neck Sweaty hands
Emotional Button Pushers Best Practices Airtight agenda with talking points Don t Discount What You re Saying Listen for the triggers: Blame Emotional Button Pushers Subject Changers Breathe Measure your voice Avoid Up Talk Count to ten Welcome the pause End the meeting with next steps
Cohen-Bradford IWA Model Managing Up
Influencing Without Authority Self Assessment 1. Complete the self assessment in your workbook, and total up your score once complete. 2. Circle two statements where you want to focus and improve after today s session.
Influence: The capacity to help shape what happens next. Producing effects on the actions, behavior or opinion of others.
Influence vs. Authority ASSUMPTION: If I don t have authority, I don t have influence. BUT Even with formal authority, you may not have influence. You can influence others without authority.
Influence in the Workplace Can happen directly or indirectly. It can happen in many settings, such as: One-on-one conversations As part of a public group Professional/formal settings (in a meeting, etc.) Informal settings (over lunch, dinner, etc.) Via email Via telephone
Exercise What is one thing that you would like to effectively influence?
Influence & the Art of Give and Take Reciprocity is at work. Basically, you are offering something valued in return for what you want or need. Can be positive or negative: Positive: Offering something valued by the other(s) in return for what you want or need. Negative: Withholding something valued or needed, or giving them something they do not want, in exchange for something that you do want or need. Adapted from Cohen & Bradford, 2005.
Influence & the Art of Give and Take Currency: Something valuable that you have, that you can trade for something you want or need. Often, undervalue currency available to us.
Currencies: What do you have to offer? Influence is possible when you have something that others want (i.e., currency) Examples of currency: Technical expertise, organizational information, political information, knowledge about clients, etc. Gratitude, recognition, appreciation, listening, respect, assistance with tasks, trust, etc. Budget allocation, loan of staff/personnel, office space, equipment, etc. Adapted from Cohen & Bradford, 2005.
What Do You Want to Influence? Start by asking yourself: What do I want to have happen? If I were in charge, how would I make it happen? What will benefit this organization? In order to influence, we have to keep the goal in mind.
Goals Goals and Priorities Sort personal desires from goals that benefit your organization Think strategically about goals Primary and secondary objectives Short-term or long-term objectives Critical needs vs. preferences
Model of Influence Without Authority Managing Up
Assumptions Assume everyone is a potential ally Do not write someone off as your adversary or enemy prematurely. Start with a positive approach, assuming that everyone (including managers and directors and other people in authority positions) has the potential to be your ally if you work at it. Where do your interests overlap? How can this relationship be mutually beneficial? If you think that it is worthless or hopeless to try to influence someone, then you are giving up!
Clarity Clarify goals and priorities Think strategically about what you want to influence. What will benefit your organization? Is this a critical need? What are the short- and long-term steps?
Diagnosis Diagnose the world of the other What will it cost someone to cooperate with you? Do they risk losing anything (reputation, etc.)? How can you minimize these costs? What is important to them? What forces might shape their goals, concerns, and needs? Understanding the pressures that someone is under can help you avoid blaming, and start seeing them as an ally.
Currencies Identify relevant currencies Give thought to what resources you have that your ally desires. Remember that your ally will value more than one currency
Relationships Deal well with relationships Good relationships are the foundation of all influence. They are the means by which we get things done. What is the nature of your relationship with the person you are trying to influence? Is it positive, negative, or neutral? Do you have a history of working with this person? Is there any damage that you have to try to repair before moving ahead? How does this person want to be related to? Try to relate to them in the way that they prefer.
Influence Influence via give and take Using all of the information you have gathered, you can determine your approach and begin trying to make exchanges. Try to plan an approach that has the best chance of being judged on its merits, and remember that both the task and the relationships are important.
When to use the model We use this model instinctively Use it deliberately when: The other party is resistant You do not know the other party, and you are asking for something that may be costly to them You have a poor relationship with the other party You may not get another chance
Group Exercise Influencing Others Where You Work Split up into pairs Go to page 6 in your workbooks, and each person identify a situation in your workplace you would like to change Write it down next to the first question and then describe it to your partner As a pair, go through the remaining questions together and help each other determine the best response to each for your given situation
Model of Influence Without Authority Managing Up
Recap Today s Learning Objectives: Balance emotions with data when performing work and making decisions; Use the DISC Tool to improve and adapt communications in order to influence others and achieve business objectives; and Apply the Cohen-Bradford Influence Without Authority model.
The Company We Keep Self-Confident Collaborative Communicative Influential Decisive Results-Driven Assertive Sensitive Articulate Educational Respectful Compassionate Accountable
Questions? Managing Up
Managing Up SWPTA Mid-Year Training 2017 Managing Up Influence Without Authority Presente Vicki Pero, Principal, vpero@marlyngroupllc 800.825