CHAPTER 6: POWER &

INFLUENCE

Eric Arnaud, Jennifer Blair, Christina Lewis, Teasha Modha, Danielle Rios, and

Jen Sturm

POWER & INFLUENCE MYTHS

Power and influence are inherently ‘slimy.’

Rationality is the best form of influence.

Power stems solely from one’s position.

Involving others and sharing power weakens one’s own position

First impressions and good manners are old fashioned.

SOURCES OF POWER & INFLUENCE

Reward power: The ability to provide others with rewards they desire in exchange for work one needs to have accomplished Example: Offering incentive pay to employees

based on performance

Legitimate power: Invested in a role or position (often called authority) Example: Assigning an employee a task that is

part of their expected duties

SOURCES OF POWER & INFLUENCE

Referent power: Highly associated with the person and not the position Example: A good friend asking for a favor

Expert power: Associated with a person and not closely with the rank of a position Example: A mechanic recommending an oil

change

Coercive power: Associated with either a person or the rank attached to a person’s position Example: Threatening to reprimand employees

if certain obligations are not met

NORMS & CONFORMITY

Norms: Codes of conduct about what constitutes acceptable behavior Implicit norms Inside norms

Conformity: A tendency to believe, behave, and perceive in ways that are consistent with group norms Influenced by norms

INFLUENCING WITHOUT AUTHORITY

Using influence to get real and positive things accomplished through others in cases where one has no legitimate power from a position

Influence Tactics Rational persuasion Consultation Inspirational appeal Ingratiation Personal appeal Exchange Coalition Legitimizing Pressure

SOCIAL INFLUENCE WEAPONS

Robert Cialdini coined the term ‘social influence weapons.’

Cialdini’s six principles: Friendship / Liking Commitment & Consistency Scarcity Reciprocity Social Proof Appeals to Authority

PRINCIPLE 1: FRIENDSHIP / LIKING

Ingratiation Self-enhancement Enhancing the other

While attractiveness plays a big role in liking, we also like people because of their similarity to us, and because of the flattering treatment that they direct toward us.

PRINCIPLE 2: COMMITMENT & CONSISTENCY

Foot-in-the-Door Lowballing Bait and Switch

The important thing about these techniques is to gain a small degree of commitment, then turn it into something bigger.

PRINCIPLE 3: SCARCITY

Hard to Get Deadline One-of-a-Kind

People are particularly sensitive to a perceived loss, more so than to a perceived gain of the same magnitude.

Psychological Reactance Theory – When free choice is limited/threatened, the need to retain our freedom makes us want it more than before.

PRINCIPLE 4: RECIPROCITY

Door-in-the-Face That’s not all Foot-in-Mouth

With this approach, the person being influenced often did not request the service or action in the first place.

PRINCIPLE 5: SOCIAL PROOF

Repeated Affirmations Vivid Examples Name-Dropping

This is the most influential approach under two conditions: Uncertainty Similarity

PRINCIPLE 6: APPEALS TO AUTHORITY

Snob Appeal Appeal to Tradition Appeal to Novelty

These are most powerful when they concern obeying the requests of genuine authorities who possess recognized knowledge and wisdom.

MANAGING YOUR BOSS

Understand your boss’s mindset Attempt to see the world through your boss’s

eyes Try to communicate in your boss’s preferred style Understand yourself

When approaching your boss… Begin with the end in mind Specifically outline costs and benefits Ask for input after presenting your recommendation

How To Deal With an Incompetent Boss

PROFESSIONALISM

Defined as the capability to build relationships that bring out the best in people and the knowledge to navigate social situations

Power and influence… Comes from one’s relationships with people Is closely tied to one’s ability to form and

maintain strong, positive relationships

Professionalism is a source of trust and respect. One must be proactive and consistently work on building these relationships.

EFFECTIVE & INEFFECTIVE MANAGERS

Effective and influential managers: Highly organized, tough but fair and honest,

appreciative, caring

Ineffective managers: unorganized, flaky, insincere, dishonest,

unappreciative, uncaring, difficult to relate to Examples:

taking credit for an employee’s work not following up with employees or clients

BUILDING POSITIVE RELATIONSHIPS

Get to know your people

Show appreciation

Under-promise and over-deliver

BUILDING POSITIVE RELATIONSHIPS

Show genuine interest in others

Practice MBWA

Get your hands dirty

BUILDING POSITIVE RELATIONSHIPS

Arrive early to work and meetings

Talk a little about yourself regularly

Be authentic

Don’t forget about manners and etiquette!

FIRST IMPRESSIONS & INTRODUCTIONS

First impressions are truly important and carry considerable weight.

It can be very difficult or even impossible to overcome a bad first impression.

Introductions should be short, but memorable. Learning to properly introduce others as well as

yourself is becoming increasingly important in today’s business world.

FIRST IMPRESSIONS & INTRODUCTIONS

Do… Develop a firm handshake Stand up when shaking hands or introducing

someone Use and remember names

FACE: Focus, Ask, Comment, Employ Respect seniority and age

Don’t… Avoid an introduction because it looks

uncomfortable Use the excuse “I’m bad with names” Use slang

SOCIAL NETWORKING

Social networking can be used to enhance power and influence. Have a positive outlook on needing help and

soliciting support. Go beyond your organization to industry events,

professional events, clubs, and associations. Manage your contacts using your phone,

computer, or even a ‘black book.’ To make a friend, you must be a friend.

How to Network

CONCLUSION

“We have learned that power is a positive force if it is used for positive purposes.”

-Elizabeth Dole

Questions?