Influence Without Authority

5/26/2018 Influence Without Authority

1/201

Influence Without

AuthorityJune 29, 2006

Carole Robin, Ph.D.

Stanford University

Graduate School of Business


2/20

2004 David Bradford and Carole Robin2

Influence & Todays Organizations

Work is increasingly interdependent

Work cuts across boundaries

Work includes needing to influence sidewaysand upwards

Higher standards: one cant orderexcellence

One can have influence commensurate withresponsibility


3/20


Sources of Influence

Ability to deliver [on promises and obligationsin timely quality manner]

Being Trustworthy [Responding to

organizational & others needs, not just owninterests]

Requires access to information, support and

resources How do we gain all of these?


4/20


Law of Reciprocity and Exchange

All Interpersonal Behavior involves exchange; Exchange isthe basic law of organizations. Exchange is universal.

Exchange = Paying others for what we request; Beingpaid for what we do.

Influence = giving others what they need in exchange forwhat you need

Influence does not necessarily rest on hierarchical position

Influence comes more from saying yes than sayingno.Importance of Building Lines of Credit.

Harvard research on successful managers.


5/20


Research on Peer Exchanges

High givingincreases social status

High imbalance[giving more than receiving]: a)can decrease productivity, & b) can lower status

[due to resentment from imbalance] High frequencyof exchanges with moderate

positive imbalance, increases:

Social Status

Productivity

Trust & Knowledge of Other


6/20


Currencies

Exchange and reciprocity involve currencies

There are many types of currencies

Situation specific

Unique to that individual Reflective of function in the organization

Influenced by the organization

Payment can be: In one or more currencies

Later-- not necessarily now

By others, the organization, by self


7/20


Types of Currencies

Situation specific

Unique to that individual

Reflective of function in the organization

Influenced by the organization


8/20


The Paradox of Exchange

Exchange is universal

Using it wisely can increase your influence

Counting your change too closely &focusing too much on your goals cancause you to lose influence.

Works best when it is for the sake of theorganization. [Influence Triangle]


9/20


Doug-Warren Case

Dougis National Sales Manager

Warrenis President of U.S. Operations

Met last week to discuss saleswent poorly

Yesterday, Dougwent into Warrensofficeto discuss their strained relationship [video]as you can see, this went even worse

Doug reflected & realized there was a betterapproach that could set up a win-winoutcome.

Dougis going to talk to Warrenagain


10/20


Doug-Warren Role Play

In pairs at your table, decide who will be Dougand who will be Warren.

As you watch the video, observe the interaction to

determine what Doug and Warren need.

Use your worksheets to make notes as you watch.

Dont make up any facts during the role play.

Doug is to take the initiative; Warren is not to turndown any good offer, but not to initiate.


11/20

2004 David Bradford and Carole Robin 11

Warrens Worksheet

What are your needs and concerns?


12/20


Doug Worksheet

What do you need?

What do you think Warren needs?


13/20


Setting up Win-Win Exchanges

To what extent;

Did Doug speak to Warrens needs?

Did Doug get his needs met?

What else could Doug have done to setup more win-win exchanges?


14/20


Negative Exchanges

Information

Larger Picture

Accurate AssessmentOf Staff

Protect Staff

Autonomy

Sales TakenSeriously

Probes

Withholds

Discounts Sales

Pushes Sales

Listens forBad News

Tells Good News

Warren wants Doug wants


15/20


Doug-Warren Summary

Seeing issues like these in interactive systemsterms [rather than personality] makes it easier toraise.

Owning your part of the system makes it easierfor other to hear their part.

But, when the dynamic is interactive, its usuallynecessary to surface that and renegotiate the

dance rather than just stopping your part. Dontargue somebody out of their concern, pay

themin their concern!


16/20


Doug Warren Summary [Part 2]

Two types of Negative Exchanges

[Unaware]lose-lose (Doug/Warren)

[Aware]puts teeth in win-win offer

There areTask exchanges and there areRelationship exchanges

Sometimes task success builds relationship Other times, cant work on task until relationship

is improved


17/20


Currencies Clues

The natureof their job/work Work conditions [Not pay/title or position]

Types of tasks

High or Low structure

What pressure are they under?

Relationship to boss (autonomy vs. direction) Type of peer relationships

Department and Organization norms and values

How are they rewarded?

What do they find meaningful? Exciting?

Non-verbals? (What makes their eyes light up?) What do they talk about?

Background/ Training/ Education

A radical idea: Ask!!


18/20


Currency Assessment Template

Currency Assessment for ____________

Needs/Values/Currencies


19/20


Influence Checklist

To have influence, you must:

See other as potential ally

Clarify your goals & priorities

Diagnose allys world; goals/needs

Assess your resources relative to those

Diagnose your relationship with ally. Determine exchange approach


20/20


Closing Summary

To get your job done, you need toinfluence those you cant control.

Exchange is universal.

You dont have a choice about using it;only about how wellyou use it

It doesnt have to be manipulative

If everybody did this, organizations wouldbe more nimble & effective.

Influence Without Authority

Documents

Transcript of Influence Without Authority