Post on 10-Jan-2017
05/01/2023Webinar Sponsored by Computer Aid, Inc.
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Influence and Leadership - Bear in Mind
December, 2015, 11:00 AM EST
05/01/2023Webinar Sponsored by Computer Aid, Inc.
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Michael NirPresidentSapir Consulting US L.L.C.m.nir@sapir-cs.com
Hosted by:
Jessica DahbourITMPIJessica_Dahbour@compaid.com
05/01/2023Webinar Sponsored by Computer Aid, Inc.
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Sapir Consulting LLC• Sapir Consulting US L.L.C. is a Strategic,
Organizational, Management consulting firm leading since 2004 consulting and training initiatives in strategy, operations, organization and technology.
• Michael Nir - President of Sapir Consulting, is a management consultant, Agile coach, speaker and author. He has been helping organizations overcome business challenges and deliver value, for over 16 years.
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Michael Nir• President @ Sapir Consulting US LLC
• M.Sc. Engineering, PMP®, SAFe™ accredited
• Author of 11 bestseller business books
• Global clients - telecoms, hi-tech, software
development, R&D environments and petrochemical
& infrastructure
• Integrating the hard and soft parts of Business,
Development and more
m.nir@sapir-cs.com
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Are we effective
Influencers?
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Where do you need to influence when
you lack authority?
Discuss with the person next to you
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Confusion and conflict is inherent, Influence without authority - necessity
MATRIX: LIMITED RESOURCES AND KNOWLEDGE SHARING
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That’s because the modern organization is sometimes like handling bears
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During a face to face encounter the bear is always right
SIMILAR TO OUR WORK PLACE
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Confusing guidelinesDENALI NATIONAL PARK – BEAR GUIDELINES
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Matrix Life Saving Rules LET’S RE-WORD A BIT
Bill or Lauren from Finance
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Know Thy Bear
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Know Thy Bear
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The people we work with in the matrix decide whether to collaborate much like bears in the wild
OMNIVORES BEARS IN THE MATRIX
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10%
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50%
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3 Fundamentals : Stakeholder management, Leadership approach, Influence style
INFLUENCE WITHOUT AUTHORITY MODEL
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Essential elements for influence without authority
Sitting on the fence
Identifying the cake
Focus in influence circle
Influence strategy -
liking
STAKEHOLDER MANAGEMENT - KEY CONCEPTS
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We tend to engage in conflict with the naysayers instead of investing in the allies
STAKEHOLDER MODEL
Trust
Agre
emen
t Allies Accomplices
Opponents AdversariesFence-Sitters
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Stakeholders view the same topic from various perspectives
STAKEHOLDER PERSPECTIVE
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Stakeholder A emphasize payment terms… STAKEHOLDER PERSPECTIVE
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Stakeholder B emphasize quality...Focus – What is in it for me - WIIFM
STAKEHOLDER PERSPECTIVE
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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
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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
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Manage perceptions and create coalitions
BEARS IN THE MATRIX
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How to manage and lead StakeholdersSUMMARY 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
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How to identify great influence and collaboration - example
TEAM WORK
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3 Fundamentals : Stakeholder management, Leadership approach, Influence style
INFLUENCE WITHOUT AUTHORITY MODEL
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Essential elements for influence without authority
LEADERSHIP APPROACH - KEY CONCEPTS
Qualities of a leader
Situational leadership
Listening and
coaching
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Concepts about what makes a leader have been changing
LEADERSHIP THEORIES
Great man & Trait
Participative,
transactional,
transformational
Situational & Contingency
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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?
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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
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Personal Styles
5-38
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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?
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How to increase your leadership aptitudeSUMMARY OF CONCEPTS
Which is your preferred
leadership style?
Which style you can
otherwise master?
Increase your active
listening expertise – be
aware.
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An example of passive listeningWHO’S ON FIRST
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3 Fundamentals Stakeholder management, Leadership approach, Influence style
INFLUENCE WITHOUT AUTHORITY MODEL
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Essential elements for influence without authority
Communication styles
Influence style
INFLUENCE STYLE - KEY CONCEPTS
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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
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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
onsiv
e
High Assertiveness, control, force
High Sensitivity, feelings, relationship
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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
Process – Facts, Data
People – Needs, Values
Action – Objective
Idea – Concepts, Creativity
Directive
Resp
onsiv
e
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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
Process – Facts, Data
People – Needs, Values
Action – Objective
Idea – Concepts, Creativity
Directive
Resp
onsiv
e
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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
Process – Facts, Data
People – Needs, Values
Action – Objective
Idea – Concepts, Creativity
Directive
Resp
onsiv
e
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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
Process – Facts, Data
People – Needs, Values
Action – Objective
Idea – Concepts, Creativity
Directive
Resp
onsiv
e
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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
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How to influence the stylesSUMMARY OF CONCEPTS
Identify your style
Notice your word selection
Analyze your stakeholders
perceived preferences
Use Z model for
influencing diverse
audiences
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3 fundamentals : Stakeholder management, Leadership approach, Influence style
INFLUENCE WITHOUT AUTHORITY MODEL
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10%
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50%
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Next stepsSUMMARY
Analyze your preferences…
Chose one/two concepts
What would you do differently?
Plan how to use it, ask for support
Ask for coaching
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This specimen is not to be confused, and found only in hierarchical environments
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Thank you!I wish you success in
influencing and leading
the bears of your
organization
m.nir@sapir-cs.com
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Thank You
Increase your Return from Projects!
Scaled Agile SAFe® training in Boston MAhttp://sapir-cs.com/michael-nir/
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Questions?
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Hosted by:
Jessica DahbourITMPIJessica_Dahbour@compaid.com
Michael NirPresidentSapir Consulting US L.L.C.m.nir@sapir-cs.com