Influence and Persuasion
In the world of matrix management, flatter structures, project working and inter-professional multidisciplinary services, we often find ourselves needing to get something from those we don’t manage, and who perhaps don’t seem to think like we do. The more democratic and participative style of management we use today changes the dynamics of relationships at work.
Influencing is about changing someone’s views, attitudes, decisions, perceptions or beliefs to produce an effect on them – in a positive way. It involves adapting your words and behaviour subtly through an awareness of the effect you are having on someone else. So it is about reading and understanding yourself and other people.
Through these skills you can move things forward and gain agreement or change someone’s mind and, importantly, you can achieve this without pushing, forcing or telling them what to do. It involves relationships with staff, colleagues, your manager and your customers, and is an indispensable tool for today’s executive professional. In short, it is applied common sense blended with high-level communication skills and a subtle game plan.
Learning the difference between communications and influence could be the key to being a successful business leader.
Focused on developing leaders who aspire to create a high performance team, influencing becomes an essential part of the business language and we cover this in several approaches using our FIREFLY and negotiation frameworks. They include the following:
- Influencing and Persuasion for Leaders: Building effective leaders that lead
- Influencing and Persuasion for Negotiation: Creating value that everybody wants
- Influencing and Persuasion: How to influence without authority at work?