This document provides an overview of influencing skills for leading change and transformation. It discusses how influencing plays a role in change leadership. It covers basics of influencing like building relationships and understanding different perspectives. It also presents models for identifying an individual's preferred influencing style and currencies that motivate different people. The document emphasizes that successful influencing requires assuming others can be allies, understanding their goals and worldviews, and finding a balanced approach to maintaining relationships.

1. Chartered Management Institute Chartered Quality Institute
Influencing Skills for
Leading Change and
Transformation
Debbie Rynda
Stellar Consulting Ltd
27 January 2011

2. Born to influence?!
Page: 1

3. “The old crutch
of authority is
replaced today
by a new
leader’s ability to
make
relationships,
use influence
and work
through others
to get results.” Page: 2

4. Page: 3

5. Page: 4

6. How does influencing play
into Leading Change and
Transformation?
Page: 5

7. Leadership: Future, Engage, Deliver
Future: setting the vision and inspiring
Being smart enough to decide what needs to be done
Leadership and artistic enough to paint compelling images of both
the destination and the nature of the journey
Engage: motivate others
Being a good enough salesperson to enroll
others to the vision, the journey and the team
Deliver: keeping up momentum to
implement
Having enough self-motivation, people
skills and problem-solving abilities to keep
the team and individuals energised and on
course
Adapted from Steve Radcliffe – Future Engage Deliver and Max Landsberg – The Tao of Motivation
Page: 6

8. The Basics: Winning Friends and
Influencing People
Page: 7

9. Dale Carnegie’s work
emphasises people skills
Help people to like us
Win people over
Avoid offending them
Page: 8

10. Behaviours that help people
to like us
Be genuinely interested in other people
Smile
Remember the person’s name
Be a good listener.
Talk in terms of the other person’s interests
Make the other person feel important
Page: 9

11. Winning people over (1)
To get the best of an argument - avoid it
Show respect for other person’s opinions
If you are wrong admit it quickly and
emphatically
Begin in a friendly way
Get the other person saying ‘yes, yes’
immediately
Let the other person do a great deal of
the talking
Page: 10

12. Winning people over (2)
Let the other person feel that the idea is his
or hers
See things from the other person’s point of
view
Be sympathetic with the other person’s ideas
Appeal to the nobler motives
Dramatise your ideas
Throw down a challenge
Page: 11

13. How to avoid offending
Begin with praise and honest
appreciation
Talk about your mistakes before
criticising others
Ask questions instead of giving direct
orders
Let the other person save face
Make the other person happy about
doing the thing you suggest
Page: 12

14. Influencing skills are associated
generally with workplace success
Managers who are versatile in how
they influence and work with
others are:
27% better at leading teams
25% better at coaching others
22% better at managing conflict
22% better at securing the
commitment of their direct
reports
19% more likely to be promoted
Research by Tracom Group and others
Page: 13

15. A robust influencing approach
1. Assume all are potential allies
2. Clarify your goals and priorities
3. Diagnose the world of the other person
4. Identify relevant currencies, theirs, yours
5. Dealing with relationships
6. Influence through give and take
Source: Bradford & Cohen, Babson
Research
Page: 14

16. Influencing without authority can be
achieved through “currencies” of
influence
Bradford & Cohen’s Currencies Maslow’s Hierarchy of Needs
Inspiration-Related Self Actualisation
Position-Related Status
Relationship-Related Belonging
Personal-Related Security
Task-Related Survival/Resources
Source: Bradford & Cohen
Page: 15

17. New Resources
Information
Challenges
Task-Related
Rapid Response Assistance
Backing
Page: 16

18. Gratitude Involvement
Personal-Related
Self-worth Comfort
Page: 17

19. Understanding
Acceptance
Relationship-Related
Caring
Page: 18

20. Visibility
Recognition Reputation
Position-Related
Insiderness
Contacts
Page: 19

21. Vision
Inspiration-Related
Excellence
Moral correctness
Page: 20

22. A robust influencing approach
1. Assume all are potential allies
2. Clarify your goals and priorities
3. Diagnose the world of the other person
4. Identify relevant currencies, theirs, yours
5. Dealing with relationships
6. Influence through give and take
Source: Cohen & Bradford, Babson
Research
Page: 21

23. Building Personal Relationships
Limited Success
Implementation
Easy Difficult
Ease of
±
Low High
Value
Rational Approach Coercive Approach
Page: 22

24. Measurably More Successful
“You know we “You
have known and I are
each other for a both….
long time….”
Relationship-Building Approach
Page: 23

25. Relationships to Results Pyramid
Results
Actions
Opportunities & Priorities
Ideas and Possibilities
Relationships
Page: 24

26. Relationships to Results Pyramid
Results
Actions
Opportunities & Priorities
Ideas and Possibilities
Relationships
Page: 25

27. Shadow and Light
People arrive in your space and before
a word is spoken, you can feel
different.
Each of us shines
our LIGHT and
casts a Shadow.
Page: 26

28. A robust influencing approach
1. Assume all are potential allies
2. Clarify your goals and priorities
3. Diagnose the world of the other person
4. Identify relevant currencies, theirs, yours
5. Dealing with relationships
6. Influence through give and take
Source: Cohen & Bradford, Babson
Research
Page: 27

29. But there are limits to reciprocity
Frequent,
moderate positive
exchanges
increase social
status, trust &
influence
High imbalances
cause resentment
Research at Stanford
Page: 28

30. What is Your preferred style of
Influencing?
Page: 29

31. An Influencing Model – 4 types
Visionary Conductor
Guardian Harmoniser
Page: 30

32. Interactive exercise
See the handouts
Fully describe to your partner
what you like to receive when
being influenced.
Look for the differences between
you.
Page: 31

33. Point to your type
Visionary Conductor
Guardian Harmoniser
Page: 32

34. Influencing groups of people
Five score years ago, a great American, in whose
symbolic shadow we stand today, signed the
Emancipation Proclamation........
We have also come to this hallowed spot to remind
America of the fierce urgency of Now. This is no
time to engage in the luxury of cooling off or to
take the tranquilising drug of gradualism.
I have a dream that one day this nation will rise up
and live out the true meaning of its creed: "We
hold these truths to be self-evident, that all men
are created equal.”
I have a dream that my four little children will one
day live in a nation where they will not be judged
by the colour of their skin but by the content of
their character. Page: 33

35. Our Chairman will now dance his
vision for the transformation of
our company.
Page: 34

36. Leadership: Future, Engage, Deliver
Future: setting the vision and inspiring
Being smart enough to decide what needs to be done
Leadership and artistic enough to paint compelling images of both
the destination and the nature of the journey
Engage: motivate others
Being a good enough salesperson to enroll
others to the vision, the journey and the team
Deliver: keeping up momentum to
implement
Having enough self-motivation, people
skills and problem-solving abilities to keep
the team and individuals energised and on
course
Adapted from Steve Radcliffe – Future Engage Deliver and Max Landsberg – The Tao of Motivation
Page: 35

37. Q&A
Page: 36

38. Guardians
This is a timeless wisdom
that you are aiming to lead
and influence in a way that is
repeatable again & again – so
that others benefit from your
consistent leadership through
change.
Page: 37

39. Conductors
Put it into practice AND flex it
for the change that goes on
every day. Get on and use it
pragmatically in the
leadership role you have.
Page: 38

40. Harmonisers
You have the inherent style to
address what some call "conflict"
when it is really a lack of
understanding because the people
are just not getting what each
other are saying. The job for you
as a leader of change is to enable
others to have influence.
Page: 39

41. Visionaries
As you look to the future,
leaders and managers like you
move more to the core of
change in businesses. You
have an obligation to become
better at influencing and being
influenced.
Page: 40

42. Influencing Skills for
Leading Change and
Transformation
Thank you.
If you want a copy of the slides, drop your
business card on the table.
Debbie Rynda
Stellar Consulting Ltd
27 January 2011