Power & InfluencePower & InfluenceHow to survive and thrive in the role of How to survive and thrive in the role of

Dean in a multifaceted, stakeholder Dean in a multifaceted, stakeholder world.world.

2004 Annual Meeting2004 Annual Meeting

BackgroundBackground – – why am I why am I talking about power and talking about power and

influence?influence? My interest started in 1978 at Alfred State College My interest started in 1978 at Alfred State College

in executive education.in executive education. In 1980 went to work at AVX and started my In 1980 went to work at AVX and started my

doctoral research on organizational behavior and doctoral research on organizational behavior and observing a wide spectrum of effective and observing a wide spectrum of effective and ineffective managers and leaders.ineffective managers and leaders.

Became certified in a number of management Became certified in a number of management and organizational intervention programs.and organizational intervention programs.

While at Cornell University really began While at Cornell University really began researching and observing behavior in companies researching and observing behavior in companies around the world.around the world.

Since becoming dean at Rollins I have had a great Since becoming dean at Rollins I have had a great number of opportunities to put this into practice.number of opportunities to put this into practice.

AgendaAgenda

Understand motivesUnderstand motives Power trianglePower triangle Types of power – power basesTypes of power – power bases Approaches to influencingApproaches to influencing Three keys to effective influencingThree keys to effective influencing Q & AQ & A ReadingsReadings

McClelland’s 3 Social McClelland’s 3 Social MotivesMotives

Based upon years of research on the Based upon years of research on the relationship between motives and relationship between motives and performance in organizations.performance in organizations.

Motives are sub-conscious drivers of Motives are sub-conscious drivers of behavior, many times we are unaware behavior, many times we are unaware that they have caused a particular that they have caused a particular reaction.reaction.

Established early in life and difficult to Established early in life and difficult to change as we advance in our careers.change as we advance in our careers.

There are no good or bad motives.There are no good or bad motives.

Defining MotiveDefining Motive

An underlying need or thought An underlying need or thought

pattern which drives, directs, pattern which drives, directs,

and selects behavior.and selects behavior.

The Need for AchievementThe Need for Achievement

Primary Test: Meeting or exceeding a Primary Test: Meeting or exceeding a standard of excellence and/or improving standard of excellence and/or improving performance.performance.

When aroused, a person is concerned with:When aroused, a person is concerned with: Outperforming others when they represent Outperforming others when they represent

excellenceexcellence Detail oriented, focused, efficientDetail oriented, focused, efficient Meeting or surpassing a self-imposed standardMeeting or surpassing a self-imposed standard Accomplishing something new, unique, or Accomplishing something new, unique, or

innovativeinnovative Long-term planning/advancementLong-term planning/advancement

The Need for AffiliationThe Need for Affiliation

Primary Test: Maintaining or avoiding disruption of Primary Test: Maintaining or avoiding disruption of relationships in the workplace.relationships in the workplace.

When aroused, a person is concerned with:When aroused, a person is concerned with: Establishing, restoring, or maintaining close Establishing, restoring, or maintaining close

relationships, being liked, acceptedrelationships, being liked, accepted Separation from another or disruption of a Separation from another or disruption of a

positive relationship and wanting to restore the positive relationship and wanting to restore the close relationshipclose relationship

The impact actions and policies have on The impact actions and policies have on employeesemployees

Group activities are primarily socialGroup activities are primarily social

The Need for PowerThe Need for Power

Primary Test: Having influence -- making an impact.Primary Test: Having influence -- making an impact. When aroused, a person is concerned with:When aroused, a person is concerned with:

Performing powerful actions, includingPerforming powerful actions, including Exercising forceful behaviors that affect othersExercising forceful behaviors that affect others Giving unsolicited help, advice, or supportGiving unsolicited help, advice, or support Trying to control other people through regulating Trying to control other people through regulating

their behavior or conditions of their livestheir behavior or conditions of their lives Trying to impress people and the world at largeTrying to impress people and the world at large

Arousing strong positive or negative emotionsArousing strong positive or negative emotions Concern about reputation, position, or strengthConcern about reputation, position, or strength

Two Types of Power

S Power – the perception is that power is being used for the good of the organization, to further group and organizational goals, this is usually seen as positive (sPow relates to Socialized Power)

P Power -- the perception is that power is being used for personal advancement, self-aggrandizement, this usually invokes a negative reaction (pPow relates to Personalized Power)

Power Triangle Power Triangle (Jeffrey Pfeffer)(Jeffrey Pfeffer)

Key aspects of influencing:Key aspects of influencing:

–Communication SkillsCommunication Skills

–Recognition SkillsRecognition Skills

–Influence StrategiesInfluence Strategies

Power BasesPower Bases

ReferentReferent -- respect, history -- respect, history

ExpertExpert -- knowledge, skills -- knowledge, skills

PoliticalPolitical -- connected -- connected

RewardReward -- valued activity -- valued activity

CoerciveCoercive -- negative impact -- negative impact

LegitimateLegitimate -- job/project -- job/project

responsibilitiesresponsibilities

Power Bases Power Bases (Continued)(Continued)

OpportunityOpportunity -- right place, right time -- right place, right time

CompetenciesCompetencies -- values, attributes, -- values, attributes, personalitypersonality

Organizational FocusOrganizational Focus -- working in a -- working in a highly valued areahighly valued area

InformationInformation -- knowing what is going -- knowing what is going on in the organization/industryon in the organization/industry

Power Base AnalysisPower Base Analysis

What are your motive and power bases?What are your motive and power bases?

What are the motives and power bases What are the motives and power bases of the faculty, administrators, of the faculty, administrators, departments you need to influence?departments you need to influence?

What strategies do you need to consider What strategies do you need to consider to achieve your goals?to achieve your goals?

What are the motives and power bases What are the motives and power bases of your key donors?of your key donors?

Approaches to influencingApproaches to influencing(Adapted from materials from the HayGroup)(Adapted from materials from the HayGroup)

Empowerment --“You are important and can do it!”Empowerment --“You are important and can do it!” Interpersonal Awareness -- "Knowing from where they Interpersonal Awareness -- "Knowing from where they

come.“come.“ Bargaining --"Work with me and I’ll be there for you.“Bargaining --"Work with me and I’ll be there for you.“ Relationship Building --"Building key relationships.” Relationship Building --"Building key relationships.” Coalition Building --‘’Getting your ducks in order.”Coalition Building --‘’Getting your ducks in order.” Organizational Awareness --"Knowing how things Organizational Awareness --"Knowing how things

work.“work.“ Common Vision --“Creating a picture in their mind.“Common Vision --“Creating a picture in their mind.“ Impact Management --“Getting their attention!“Impact Management --“Getting their attention!“ Logical Persuasion --"Just the facts, only the facts.“Logical Persuasion --"Just the facts, only the facts.“ Coercion --"Get it done, or else!"Coercion --"Get it done, or else!"

Three Keys to Three Keys to InfluencingInfluencing

Establish CredibilityEstablish Credibility Value to organization, power basesValue to organization, power bases Your intentions, disposition, demeanorYour intentions, disposition, demeanor

Logical PersuasionLogical Persuasion Ensure your facts are correct & supportedEnsure your facts are correct & supported Must be relevant to your audienceMust be relevant to your audience

Emotional AppealEmotional Appeal People react to their emotionsPeople react to their emotions Supplement facts with loves, joys, fears, etc.Supplement facts with loves, joys, fears, etc.

Things to RememberThings to Remember

Establish your credibilityUse a positive, tactful toneEnsure the clarity of your presentation

Build a strong, logical caseTailor your approach to the audience

Appeal to their interestUse emotional appeals as necessary

Thanks for taking time to learn about

Power and Influence. If you

have any questions,

comments or suggestions give

me a call at:

407 646-2249 e-mail -- cmcallaster@rollins.edu

ReadingsReadings

Getting things done when you are not in chargeGetting things done when you are not in charge. G. M. Bellman, Simon & Schuster, . G. M. Bellman, Simon & Schuster, 1993.1993.

How to Win friends & Influence PeopleHow to Win friends & Influence People. Dale Carnegie, Pocket Books, 1983.. Dale Carnegie, Pocket Books, 1983.

Influence: Influence: The Psychology of PersuasionThe Psychology of Persuasion. Robert Cialdini, Quill, 1993.. Robert Cialdini, Quill, 1993.

Managing with Power: Managing with Power: Politics and influence in organizationsPolitics and influence in organizations. J. Pfeffer, HBS Press, 1992.. J. Pfeffer, HBS Press, 1992.

Power and Influence: Power and Influence: Mastering the Art of PersuasionMastering the Art of Persuasion. R. Dilenschneider, Prentice Hall, . R. Dilenschneider, Prentice Hall, 1990. 1990.

Power and Influence: Power and Influence: Beyond formal authorityBeyond formal authority. John Kotter, Free Press, 1985.. John Kotter, Free Press, 1985.

Power in OrganizationsPower in Organizations. Jeffrey Pfeffer, Pitman Publishing, 1981.. Jeffrey Pfeffer, Pitman Publishing, 1981.

Power in ManagementPower in Management. John Kotter, AMACOM, 1979.. John Kotter, AMACOM, 1979.

Power: Power: The Inner ExperienceThe Inner Experience. David McClelland, Irvington Publishers, 1975.. David McClelland, Irvington Publishers, 1975.

The Power to Persuade: The Power to Persuade: How to be effective in any unruly organizationHow to be effective in any unruly organization. Richard Haass, . Richard Haass, Houghton Mifflin, 1994.Houghton Mifflin, 1994.

Power Networking: Power Networking: 55 Secrets for Personal & Professional Success55 Secrets for Personal & Professional Success. Fisher & Vilas, . Fisher & Vilas, Mountain Harbour, 1994.Mountain Harbour, 1994.