LUNCH N LEARN Series Dr Tim Baker Enhancing Your Personal Influence
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LUNCH N LEARN Series
Dr Tim Baker
Enhancing Your Personal Influence
InfluenceFour
influencing strategies
Practical tools
What do these four leaders have in common?
LUNCH N LEARN Series
Dr Tim Baker
Enhancing Your Personal Influence
What do these four leaders have in common?
The power to make other people agree with your opinions or get them to do what you want willingly and ethically.
We are all in the business of influence …
Influencing Variables
Your preferred style & approachThe other person(s) style & approachThe context
Baker, T. (2015) The New Influencing Toolkit
16 Influencing Capabilities
The Inquisitive InvestigatorInvestigators like to marshal their facts & figures & assertively advance their argument. They use logic to persuade & tend to be methodical & structured in their approach.Al Gore
The Inquisitive InvestigatorPolice, scientists & researchersWorkplace incidents such as safety or harassment. Large scale change initiatives when you want people to be onboard
The Clear Calculator Calculators like to promote the positives of a proposal & highlight the weaknesses in the current position. People know where they stand with calculators. They use logic to advance their cause. Generally calculators are good debaters.Margaret Thatcher
The Clear Calculator Sales people, financial advisors, animal trainers, teachers. Any new change in the workplace that will affect employees & their working methods requires a leader to sell the positives of the change; e.g., harassment & bullying legislation training.Situations where the direction is vague & unclear; e.g., your belief we should create a new market for a product.
The Mindful Motivator Motivators use emotion to influence. They are big picture thinkers that link a cause with a compelling vision of the future. Motivators often have a way with words & can define a simple and convincing vision.Martin Luther-King
The Mindful Motivator Entrepreneurs, advertising executives, PR agents, artistic directors.Developing a new strategic direction that requires the hearts & minds of people.Unclear about the rationale for a new initiative; e.g., unexpected cost cutting.
The Collegial Collaborator Collaborators also influence using emotion. But they persuade people by involving them in the decision. Collaborators are great team builders. They engage people's hearts & minds.Mother Teresa
The Collegial Collaborator Conductor of an orchestra, funeral directors, choreographers.In circumstances where there are diverse & strongly held views; e.g., team development.People need to know the logic & rationale behind a decision, e.g., introducing a new CRM system.
Investigation ToolsUsing third party endorsementsStructured interviewsConduct a surveyProcess mapping
Calculation ToolsForce-field analysisCost-benefit analysisAfter action reviews
Motivation ToolsTeam values charter GROW modelStorytelling Good news stories
Collaboration Tools Begin with the end in mindGiving effective feedbackUsing a problem-solving approachParaphrasing & active listening
Your homework
Complete the profile & implement at least one of the tools you’ve learnt
Mod 1 – The Ingredients of Effective Feedback (Friday 17th of February, 2017 from 12pm to 1pm AEST)
Mod 2 – Enhancing Your Personal Influence (Friday 17th of March, 2017 from 12pm to 1pm AEST)
Mod 3 – Optimising Team Performance (Friday 7th of April, 2017 from 12pm to 1pm AEST)
Mod 4 – Getting the Very Best from People (Friday 28th of April, 2017 from 12pm to 1pm AEST)
Mod 5 – Understanding People and their Personalities (Friday 19th of May, 2017 from 12pm to 1pm AEST)
Mod 6 – Facilitating Effective Meetings (Friday 16th of June, 2017 from 12pm to 1pm)
The power to make other people agree with your opinions or get them to do what you want willingly and ethically.
We are all in the business of influence …
Influencing Variables
Your preferred style & approachThe other person(s) style & approachThe context
Baker, T. (2015) The New Influencing Toolkit
16 Influencing Capabilities
The Inquisitive InvestigatorInvestigators like to marshal their facts & figures & assertively advance their argument. They use logic to persuade & tend to be methodical & structured in their approach.Al Gore
The Inquisitive InvestigatorPolice, scientists & researchersWorkplace incidents such as safety or harassment. Large scale change initiatives when you want people to be onboard
The Clear Calculator Calculators like to promote the positives of a proposal & highlight the weaknesses in the current position. People know where they stand with calculators. They use logic to advance their cause. Generally calculators are good debaters.Margaret Thatcher
The Clear Calculator Sales people, financial advisors, animal trainers, teachers. Any new change in the workplace that will affect employees & their working methods requires a leader to sell the positives of the change; e.g., harassment & bullying legislation training.Situations where the direction is vague & unclear; e.g., your belief we should create a new market for a product.
The Mindful Motivator Motivators use emotion to influence. They are big picture thinkers that link a cause with a compelling vision of the future. Motivators often have a way with words & can define a simple and convincing vision.Martin Luther-King
The Mindful Motivator Entrepreneurs, advertising executives, PR agents, artistic directors.Developing a new strategic direction that requires the hearts & minds of people.Unclear about the rationale for a new initiative; e.g., unexpected cost cutting.
The Collegial Collaborator Collaborators also influence using emotion. But they persuade people by involving them in the decision. Collaborators are great team builders. They engage people's hearts & minds.Mother Teresa
The Collegial Collaborator Conductor of an orchestra, funeral directors, choreographers.In circumstances where there are diverse & strongly held views; e.g., team development.People need to know the logic & rationale behind a decision, e.g., introducing a new CRM system.
Investigation ToolsUsing third party endorsementsStructured interviewsConduct a surveyProcess mapping
Calculation ToolsForce-field analysisCost-benefit analysisAfter action reviews
Motivation ToolsTeam values charter GROW modelStorytelling Good news stories
Collaboration Tools Begin with the end in mindGiving effective feedbackUsing a problem-solving approachParaphrasing & active listening
Your homework
Complete the profile & implement at least one of the tools you’ve learnt
Mod 1 – The Ingredients of Effective Feedback (Friday 17th of February, 2017 from 12pm to 1pm AEST)
Mod 2 – Enhancing Your Personal Influence (Friday 17th of March, 2017 from 12pm to 1pm AEST)
Mod 3 – Optimising Team Performance (Friday 7th of April, 2017 from 12pm to 1pm AEST)
Mod 4 – Getting the Very Best from People (Friday 28th of April, 2017 from 12pm to 1pm AEST)
Mod 5 – Understanding People and their Personalities (Friday 19th of May, 2017 from 12pm to 1pm AEST)
Mod 6 – Facilitating Effective Meetings (Friday 16th of June, 2017 from 12pm to 1pm)
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