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I fl i With tInfluencing Without Authority:
Rev Up Your Internal Consulting Skills
Presented to:
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Presented to:PMI Minnesota – July 21, 2008
Richard Larson, PMP, CBAP
Watermark Learning at a GlanceTraining organization established in 1992Offering a broad range of skill development programs:
Project Management Training– Project Management Training– Business Analysis Training– “Influencing Skills” Training– Speaking and Publications
Private and Public ClassesNumerous clients in many industriesIndustry Partnerships– An “original” PMI® Global Registered
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An original PMI Global RegisteredEducation Provider
– A Charter IIBATM Endorsed EducationProvider
– Offering BA and PM Masters Certificateprograms through Auburn University
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*Influence
Today’s Objectives
InfluenceDefined
Overcoming What’s
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the Barriers Stopping Us?
What is Influence? The capacity … to be a compelling force on or produce effects on the actions, behavior,
i i f hopinions of othersDictionary.com
The ability to get things done through other people
PMBOK
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The ability to proactively shift the thinking, actions, and even emotional states of other people.
Andrew Neitlich, How to Master Influence Skills…,Sitepoint.com, September 17th 2004
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1. Series of questions or quotes
Exercise: 2 Truths and a Lie
throughout the presentation2. Each has 2 “truths” and 1 “lie”3. Review the question and write down
which is the “lie”
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Exercise: 2 Truths and a Lie
Which quote was not said by the person indicated?indicated?
1. ALBERT EINSTEIN: “Setting an example is not the main means of influencing another, it is the only means.”
2 HENRY FORD: “A leader is a dealer in hope ”
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2. HENRY FORD: A leader is a dealer in hope.
3. WINSTON CHURCHILL: “Eating words has never given me indigestion.”
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Influence
Today’s Objectives
InfluenceDefined
Overcoming * What’s
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the Barriers Stopping Us?
Discussion & Exercise What prevents you from influencing
without authority?
• Write down 3 things that prevent you from “influencing without authority”
• Gather in small groups to choose the
without authority?
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top 1 barrier to present to the overall group
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Sponsorship = Ownership
What’s Stopping Us?
– Strong Sponsors
– Weak Sponsors
– “Missing” Sponsors
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Exercise: 2 Truths and a Lie
These statements about sponsorship are all true aren’t they?1. We usually need to probe with
sponsors to determine their true needs.2. Not having a sponsor means never
having to say you’re sorry.
are all true, aren’t they?
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g y y y3. Sponsors are not always “right,” but a
sponsor is always the decision-maker.
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The solution quandary
What’s Stopping Us?
Solution
– Sponsor presents solution
– Progressive elaboration of the solution
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– What business problem does it solve?
– Pushing back
The time trap
What’s Stopping Us?
– The dreaded deadline
– I’ve already told you what I want—don’t bother me
They don’t know what they want so I
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– They don t know what they want so I have to tell them
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A few other “usual suspects"
What’s Stopping Us?
p– Culture– The martyr syndrome – Using the wrong influence type
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Types of InfluenceMost to Least
Effective
Most Effective Combinations
Leadership
Expert
Authority
Reward
3.
2.
1. X X
X
X
X
X
X
XPMs
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Referent
Coercive 6.
5.
4.
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Exercise: 2 Truths and a Lie
These people all relied mostly on their personal power to exert their influence1. Martin Luther King2. Mother Theresa3. Tony Soprano
personal power to exert their influence.
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Influence
Today’s Objectives
InfluenceDefined
*Overcoming What’s
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the Barriers Stopping Us?
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By using a consultative approach,
Overcoming the Barriers
y g pp ,
that’s how!
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“Expert”
Types of Consultants and Their “Power”Expert Power
ClientsPositional PowerReward PowerCoercive Power
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“Influencer” “Order Taker”
Personal PowerExpert Power
Referent Power
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Main ActivitiesGather and analyze business needs
Consultative ApproachUnderstanding Consulting
– Gather and analyze business needs– Identify risks, impacts, alternatives, and issues– Document findings – Recommend solutions – Facilitate and manage change
Methods, tools, and forms
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Root cause analysisPrototypes for solutionsFinancial analysisProcess improvementSARIEAnd others…
The Consulting ProcessRequest
Evaluation
Analysis
Evaluation Situation
Business Issues, Goals,
OpportunitiesImplementation
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Recommendation“Approval”
Decision
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CourageHigh
The Influencing“Formula” Trust
Influence
Low High
BlindTrust
Preparation
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“Wasting your Breath”
“You’reFired!” D. Trump
By using a consultative approach, that’s how!
Overcoming the Barriers
• Uncover the business problem• Gather supporting evidence• Recommend the right solution
Involves a simple model:
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• Recommend the right solution
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Overcoming the BarriersConsultative Approach
Uncover the business problemGather supporting evidenceRecommend the right solution
Uncover the business problemGather supporting evidenceRecommend the right solution
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Why Projects are Initiated• Strategic direction
Understand the Business Problem
Strategic direction• One person’s problem is another’s
opportunity• Limitations of the current situation
“Sometimes the situation is only a problem because it is
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“Sometimes the situation is only a problem because it is looked at in a certain way. Looked at in another way, the right course of action may be so obvious that the problem no longer exists.”EDWARD DE BONO, 6 Hats Thinking guru
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Questions to Uncover the Business Problem
What are some questions that can uncover th b i bl ?• In what ways does this project maximize
strengths to seize opportunities?• In what ways does this project minimize
weaknesses to ward off threats?
the business problem?
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weaknesses to ward off threats?• What is the business need?• How much pain is associated with this
problem (costs, impacts, and risks)?
Questions to Uncover the Business Problem:
The Art of Questioning
• Avoid asking “why.” Why?• What are some alternatives to “why?”• True or false: Always ask open-ended
questions
g
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questions • Avoid leading questions
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Exercise: 2 Truths and a Lie
Which of these did Yogi Berra not say?
1. “Things will get better -- despite our efforts to improve them.”
2. “I don't want to make the wrong mistake.”
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3. “In theory there is no difference between theory and practice. In practice there is.”
Overcoming the BarriersConsultative Approach
Uncover the business problem
Gather supporting evidenceRecommend the right solution
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Gather Supporting EvidenceWe understand the problem. Now…
• How bad is the pain it causes
• What are the risks if not solved
• What are the impacts if we do solve it
What are some alternatives
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Being Prepared = Credibility
• What are some alternatives
Favorite Tools: Process Maps
Document the gaps between as-is and to-be
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Favorite Tools: Cause & Effect Diagrams
Machines Materials
Defective Parts
Quality of Parts/Suppliers
Anti-static equipment
Training of people handling
Parts not Pre-tested
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MethodsPeople
partsStorage of
parts
Handling of parts
Lack of accountability
Complaints per Month (200y)
Favorite Tools: Pareto Analysis
5453
2689
2000
3000
4000
5000
6000
ompl
aint
s Complaints per Mon.1 = Late Delivery 2 = Quality 3 = Wrong Product 4 = Miscellaneous
52%
78%
90%
96% 100%
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1174
660432
0
1000
2000
1 2 3 4 5
Co 4 Miscellaneous
5 = Pricing
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Exercise: 2 Truths and a LieBuddha had this to say about influence:
3⌃
1. Believe nothing just because a so-called wise person said it.
2. Believe nothing just because someone else believes it.
3 Believe only when a belief is
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3. Believe only when a belief is generally held.
4. Believe only what you yourself test and judge to be true.
Overcoming the BarriersConsultative Approach
Uncover the business problemGather supporting evidence
Recommend the right solution
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• Know your decision-maker
RecommendationsEssential Ingredients • Know your decision-maker• Compose the recommendation• Present the recommendation
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Know Your Decision-MakerQuick Communications Analysis
Task
Internal
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3External
4
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3 4
People
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High Acceptance
Know Your Decision-MakerInfluence Analysis
Acceptance
High Influence
Low Influence
ChampionsThe Faithful
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InfluenceInfluence
SaboteursExpected Opposition
Low Acceptance
Know Your Decision-MakerTips for Winning Over Saboteurs
How can we win over saboteurs?How can we win over saboteurs?
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Anticipate how decisions will be made:
Know Your Decision-Maker
– Visual language leads to logical decisions (e.g., “I see what you mean”).
– Auditory language leads to emotional
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Portions adapted from Ziglar, Ziglar on Selling: The Ultimate Handbook for the Complete Sales Professional
decisions(e.g., “Sounds good!”).
Exercise: 2 Truths and a LieSurvey says…1. Once mastered, a consistent style of
conversation is more influential than varying your style.
2. Physically attractive individuals are more influential than their less-attractive peers
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attractive peers.3. People who are liked by others are
more influential than those who are not.
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Recommend the Right ThingComposing your recommendation
Align with pain, opportunities, goalsAvoid the “feature fallacy”Keep style in mindEmphasize what’s in it for them
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Recommend the Right ThingPresenting your recommendation
Selling = Influencing Selling What you Believe inSelling ≠ Reacting (Strong Sponsors)Selling ≠ Pushing (Missing Sponsors)
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g g ( g p )
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Handling Objections“P.E.T.A.L.”-ing your recommendation
• Does recommendation solve the Problem?• Does recommendation solve the Problem?• Are you Enthusiastic about your
recommendation?• Have you given your stakeholders Time to
consider your recommendation?H t lk d t All j t k h ld ?
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• Have you talked to All major stakeholders?• If not accepted, are you prepared to
Leave?
High Prioritize Quick Hit
Favorite Tools for Recommendations: Selection Matrix
High
Benefit
Prioritize Quick Hit
Toss Wish List
• Develop web site• Create incentives
for quality andspeed
• Create standardapplication form
• Do Verificationssimultaneously
• Create an RSS • Email credit
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LowHard Easy
Implementation
• Create an RSSdata feed tolenders
• Email credit bureau reportto borrowers
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Favorite Tools for Recommendations: Decision-Making Matrix
Criteria:Items Ranked
Cost Increase Sales
Decrease Complaints
TOTAL Final Rank
Weight: .2 .4 .4Improve Production Processes
3 * .2 = .6 1 * .4 = .4 2 * .4 = .8 1.8 4
Consider raising prices 3 * .2 = .6 4 * .4 = 1.6 2.2 2
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Hire additional staff in the Shipping Departments
2 * .2 = .4 2 * .4 = .8 4 * .4 = 1.6 2.8 1
Create new shipping pick-up schedule
2 * .2 = .4 1 * .4 = .4 3 * .4 = 1.2 2.0 3
Tool SummaryIssue Tool or TechniqueUnderstand Build trust and prepare (InfluencingUnderstand Business Problem
Build trust and prepare (Influencing formula)Communication Style AnalysisStakeholder (Influence) AnalysisFocus on Saboteurs
Gather Supporting Evidence
Process MapsFishbone Diagrams
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Pareto ChartsPresenting Recommendations
Selection MatrixWeighted Ranking Matrix“P.E.T.A.L.”-ing your recommendationSARIE forms
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Exercise: 1 Truth and 2 Lies
Who said this: “It takes two to lie. One t li d t li t ”to lie and one to listen.” 1. Gandhi2. Dr. Phil3. Homer Simpson
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Contact InformationE.T.C.Richard LarsonRichard LarsonWatermark Learning, Inc.1-800-646-9362Email
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