Who Am I? What Skills Do I Need?

Where Am I Headed?

Power

Section 1: Power and Influence

Upon completion of this module you will

Understand French & Raven’s Five Bases of PowerKnow the difference between having power and being powerfulDiagnose your own sources of powerIncrease your ability to influence othersUnderstand the aspects of being influential

1. Legitimate2. Coercive3. Reward4. Referent 5. Expert

What is Power?

Positional Power

Legitimate

Power:

Position within

hierarchy of

organization

Coercive Power: Based on Fear

Positional Power

Positional Power

Reward Power:

Based on ability to

distribute rewards viewed

as valuable

Personal Power

Expert Power: Based on special skills or knowledge

Personal Power

Referent Power:

Based on desirable

characteristics or likeability

Which is more valuable?

Positional Power

Visibility

Access to information

Control

Hierarchical

Demand respect

Personal PowerKnowledgeExpertise Demonstrated effortCollaborative behaviorEarn respect

Feeling Empowered to Lead

Webster’s: To invest with official authorityOrganizational: The power to implement

Psychological: Increasing one’s spiritual, political, social, or economic strength through

developing confidence in our own capabilities.Being in control of our own success

Myths

Everybody’s doing it It’s easy Every manager wants empowered employees Every employee wants to be

empowered Poof! You’re empowered!

Four Levels

MEANING: Fit between work

requirements and personal

values, beliefs

COMPETENCE: Belief in one’s

own skills and capabilities

SELF-DETERMINATION: Autonomy and choice in work methods, pace and effort

IMPACT: Influence over organizational outcomes

Outcomes of Four Levels

MEANING: Commitment and

energy

COMPETENCE: Effort and

persistence

SELF-DETERMINATION: Learning and resilience

IMPACT: High-performance and determination

Influencing Others

“Influence may be the highest level of human skills. - Unknown

“You cannot antagonize and influence at the same time.” - J.S. Knox

POP QUIZ

4 =

Effective3 =

Good

2 = Fair

1= Poor

Influencing others

PROPERTIES

On passing, 'Finish' button: Goes to Next SlideOn failing, 'Finish' button: Goes to Next SlideAllow user to leave quiz: After user has completed quizUser may view slides after quiz: At any timeUser may attempt quiz: Unlimited times

1. I establish rapport with people before trying to persuade them to do something.

2. I explore other people’s viewpoints before trying to convince them of my own.

3. I give compelling reasons for adopting my viewpoint.

4. I’m not afraid of rejection.5. I bolster my argument with good examples.

Influencing Others

6. I present my ideas in an upbeat, positive way.

7. I am sincere rather than manipulative.

8. I am persistent without being a nag.

9. I give people time to mull over what I’ve presented.

10. I choose more collaborative words to give advice other than “You should….”

Influencing Others

Interpreting Your Score30-40: You see yourself as having strong,

effective influence skills and you use them consistently.

20-30: You are able to make some effort to influence others, but you could increase your comfort level.

10-20: Influencing is not your strong suit, but you would be well served by making a concerted effort to enhance your skills.

Adapted from Mel Silberman, ASTD

Influencing OthersDefinition

1. Holding sway2. Communicating with authority3. Winning others over

• Not relegated to positional power• Everyone needs to call upon this skill• A core skill set for career advancement

The ability to guide others to our point of view, to do something, or change something.

Two Aspects

PushProposing

Blocking

Dominating

PullSeeking Testing Building bridges

Influencing OthersPush

Involves logic, retribution, or incentives. Assert rationale for change. Push style better for getting compliance. Can achieve quick results.

Influencing OthersPull

Involves motivating others, personal

disclosure, and clarifying possibilities.

Can’t fake it. Viewed as

manipulative/dishonest.

Best style for gaining commitment,

but takes more time.

Example # 1Goal: Promotion

Senior Manager with line of sight on Director Boss says not ready – not a “thought leader”

Natural Pull style; very little Push

What would you do in her position?

Example #2Establishing norms for new team

Newly assigned to rotational positionBeing coached for aggressiveness, low EQHighly intelligent and always accomplishes tasks

What would you do in her position?

How would you advise her?

SID – Insert Quiz Maker after Examples 1 &2 – I’ll create answers later

Need both

Usually task specific

Pull

Push

Best Style Ideal Balance

What is your default style?

What are the pros and cons to this style?

Chance to write about their style here?

Third Option – but not for leaders

21

Disengage

Some people have the option of just walking away. But leaders need to seek and find resolution in order to maintain commitment of others.

Increasing Skill Level

Assess

Explore Offer Feedback

SpecifyObserve

PracticeReflect

LatherRinse Repeat

Continuous Improvement

Influence at a Deeper Level

Discovery Learning Model (www.discoverylearning.com):

• Rationalizing: You put forward your ideas in a logical, rational manner

• Asserting: You insist that your ideas are considered and you challenge others

• Negotiating: You look for compromises and make concessions for greater good

• Inspiring: You encourage others with a sense of shared mission and possibilities

• Bridging: You build relationships through listening and building coalitions

End of section; final quiz to be designed