Latest "influencing" Posts
The Republican National Convention offered a chance to examine our ability to influence others in the workplace.
Every single speaker on that stage in Cleveland wanted to influence us. They wanted us to take a clear and decisive action: Vote Trump/Pence.
Their approaches were as diverse as their backgrounds. Chris Christie used theatrics, Eric Trump applied evidence, and Ted Cruz carefully omitted words that he was expected to say. Donald Trump himself tried to influence our vote by painting a dark picture of a country without his style of leadership.
Who was most influential?
To answer that question we need to review more than just their speeches and how they were delivered. We must also examine our perceptions before these speakers walked to the podium. Consider how you would perceive their message if you believe they shared your values, had a strong record of accomplishments, and had a positive reputation among people you respect.
Whether our office (and title) resides on the C level or not, influencing is an integral part of our daily lives and perhaps more importantly, our careers. It has been my experience, that no matter what your title or circumstance, you have the power to influence those around you in a negative or positive way. I have identified four traits that give you influence whether you have the job title or not – likability, strong relationships, expertise and inspiration.
Because we are all familiar with him, let’s take a look at one famous face who recently bestowed his influence on the people of the United States.
Pope Francis recently visited the U.S. for the first time and was welcomed with fanfare more often associated with a rock star than the leader of the Catholic Church.
A recent participant in a BRODY training program contacted me last week via e-mail.
“I’ve been put in charge of a large project and was told to choose my own team from any departments in the organization,” she wrote. “If successful, it will be the beginning of a whole new direction for our company. I’m very excited.”
She went on to tell me that as she was still fairly new to the company, she didn’t have a title that afforded her any genuine authority. In fact, some of the colleagues she wanted for her team were far more senior than her.
The participant then asked, “Why would these new team members listen to someone without any authority over them? Won’t they resent me?”
This is a classic work dilemma.
One of my past coaching clients recently reached out to me to reconnect. He was proud of his latest accomplishment — moving from a sales role to a marketing position within the same organization.
Greg felt he would have a better opportunity for advancement and less travel in the new marketing position, and he was indeed thriving.
He shared how he accomplished this move successfully with the use of internal advocates. Greg first identified the type of advocates he needed; people in the marketing department.
Greg then narrowed his focus on two people that could influence the hiring decision. He LinkedIn with them, and let them know when he would be at headquarters, and asked for informational interviews.
At these meetings, Greg gave them insights from the field that could help with their next marketing campaign.
I am a firm proponent of the merits of ongoing business coaching for your staff.
Why coaching, you ask? Shouldn’t you just be able to hire a team of superstars, highly qualified and motivated staff who will accomplish your goals? After all, isn’t that what you are paying them for?
Well, perhaps in an ideal world that would be true. Here in the real world, we all have our strengths and weaknesses — in the office and life — and none of us are perfect, nor will we ever be.
Putting together a team that meets management’s objectives or your sales goals will frequently require not just some coaching, but ongoing coaching.
If you tend to shy away from coaching your staff, offering all kinds of excuses as to why it shouldn’t be necessary, maybe you’re simply lacking the skills needed to be a great coach.