Influence and leadership convincing the bear keynote
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Transcript of Influence and leadership convincing the bear keynote
Convincing the bear Influence without Authority
PMI Portland Chapter,
19th January 2016
Michael Nir President Sapir Consulting
All rights reserved to Sapir Consulting
Michael Nir
• President @ Sapir Consulting LLC - M.Sc. PMP® SAFe®
• Author of 11 bestselling business books
• Global clients - telecoms, hi-tech, software development,
R&D environments and petrochemical & infrastructure
• Integrates the hard and soft parts of Business &
Development
• Hooked on mountain biking
Objectives
To depict best practices for winning influence
without authority
To impart you with practical methods to increase
your personal influence power
Are we effective
Influencers?
Where do you need to influence when
you lack authority?
Discuss with the person next to you
Confusion and conflict is inherent, Influence without authority - necessity
MATRIX: LIMITED RESOURCES AND KNOWLEDGE SHARING
That’s because the modern organization is sometimes like handling bears
During a face to face encounter the bear is always right
SIMILAR TO OUR WORK PLACE
Confusing guidelines
DENALI NATIONAL PARK – BEAR GUIDELINES
Matrix Life Saving Rules LET’S RE-WORD A BIT
Bill or Lauren from Finance
Know Thy Bear
Know Thy Bear
The people we work with in the matrix decide whether to collaborate much like bears in the wild
OMNIVORES BEARS IN THE MATRIX
10%
50%
3 Fundamentals : Stakeholder management, Leadership approach, Influence style
INFLUENCE WITHOUT AUTHORITY MODEL
Essential elements for influence without authority
Sitting on the fence
Identifying the cake
Focus in influence circle
Influence strategy -
liking
STAKEHOLDER MANAGEMENT - KEY CONCEPTS
We tend to engage in conflict with the naysayers instead of investing in the allies
STAKEHOLDER MODEL
Trust
Ag
reem
en
t
Allies Accomplices
Opponents Adversaries
Fence-Sitters
Stakeholders view the same topic from various perspectives
STAKEHOLDER PERSPECTIVE
Stakeholder A emphasize payment terms…
STAKEHOLDER PERSPECTIVE
Stakeholder B emphasize quality...Focus – What is in it for me - WIIFM
STAKEHOLDER PERSPECTIVE
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
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
Manage perceptions and create coalitions
BEARS IN THE MATRIX
How to manage and lead Stakeholders
SUMMARY 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
How to identify great influence and collaboration - example
TEAM WORK
3 Fundamentals : Stakeholder management, Leadership approach, Influence style
INFLUENCE WITHOUT AUTHORITY MODEL
Essential elements for influence without authority
LEADERSHIP APPROACH - KEY CONCEPTS
Qualities of a leader
Situational leadership
Listening and
coaching
Concepts about what makes a leader have been changing
LEADERSHIP THEORIES
Great man & Trait
Participative,
transactional,
transformational
Situational & Contingency
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?
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
Personal Styles
5-34
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?
How to increase your leadership aptitude
SUMMARY OF CONCEPTS
Which is your preferred
leadership style?
Which style you can
otherwise master?
Increase your active
listening expertise – be
aware.
An example of passive listening
WHO’S ON FIRST
3 Fundamentals Stakeholder management, Leadership approach, Influence style
INFLUENCE WITHOUT AUTHORITY MODEL
Essential elements for influence without authority
Communication styles
Influence style
INFLUENCE STYLE - KEY CONCEPTS
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
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
on
siv
e
High Assertiveness,
control, force
High Sensitivity,
feelings, relationship
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
on
siv
e
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
on
siv
e
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
on
siv
e
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
on
siv
e
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
How to influence the styles
SUMMARY OF CONCEPTS
Identify your style
Notice your word selection
Analyze your stakeholders
perceived preferences
Use Z model for
influencing diverse
audiences
3 fundamentals : Stakeholder management, Leadership approach, Influence style
INFLUENCE WITHOUT AUTHORITY MODEL
10%
50%
Next steps
SUMMARY
Analyze your preferences…
Chose one/two concepts
What would you do differently?
Plan how to use it, ask for support
Ask for coaching
This specimen is not to be confused, and found only in hierarchical environments
Thank you!
I wish you success in
influencing and leading the
bears of your organization
cs.com-m.nir@sapir
Influence is the process
Power is the resource
DEFINITIONS
Influence – the process of using power to get someone
to do something
Leadership – the capacity to enlist the aid and support of
others, in the accomplishment of a common task
Authority – the power or right to give orders, make
decisions, and enforce obedience
When style is appropriate 1
When style is appropriate 2
Matrix Blues
I don’t know what they do or how to get them involved.
I have one boss who says I should focus on ‘X’ and another who says focus on ‘Y’
No one knows who is responsible any more.
How do I get things done when all of my team reports to a different manager?
I have the responsibility for the project completion but I don’t control any of the re
sources.
The project team is located on 3 different continents and time zones so that there
is no time when we are all in our offices at the same time. Yet
efficient communication is the key to our success. How do you make that work?
The ladder of inference Chris Argyris - Harvard
Generations Building highly effective teams
Baby boomers: (born 1946-1964)
Team working style - Teamwork is about “pulling together” and “team spirit”
Team meetings are scheduled at key points in the project (a planned
approach).
Value/style in teams - Must have common purpose, values, goals etc. It’s
important that people “fit”.
Generations Building highly effective teams
Gen X: (born 1964-1980)
Team working style- Value the unique contributions that people can make.
Team meetings are scheduled at key points in the project (a planned
approach).
Value/style in teams - Realize that diversity is good but sometimes struggle
with it. Like the networking aspects of team-working.
Generations Building highly effective teams
Gen Y: (born 1981-2000)
Team working style - Trust and openness is paramount. Want team meetings
only when they are needed – little and often.
Value/style in teams - Likes to know the bigger picture, purpose. Diversity is
exciting and challenging to them – it’s an opportunity to learn. Status not an
issue – they speak to the „person‟ not the „position‟.
Their concerns/weaknesses - Can appear too „random‟ for Boomers and Xers
and may need to receive coaching on project planning and formal feedback
mechanisms. Can appear to be disrespectful to more senior team member.