The New Influencing Toolkit

© Tim Baker 2015

All rights reserved. No reproduction, copy or transmission of thispublication may be made without written permission.

No portion of this publication may be reproduced, copied or transmittedsave with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, Saffron House, 6–10 Kirby Street, London EC1N 8TS.

Any person who does any unauthorized act in relation to this publicationmay be liable to criminal prosecution and civil claims for damages.

The author has asserted his right to be identifi ed as the author of this work in accordance with the Copyright, Designs and Patents Act 1988.

First published 2015 byPALGRAVE MACMILLAN

Palgrave Macmillan in the UK is an imprint of Macmillan Publishers Limited, registered in England, company number 785998, of Houndsmills, Basingstoke,Hampshire, RG21 6XS.

Palgrave Macmillan in the US is a division of St Martin’s Press LLC, 175 Fifth Avenue, New York, NY 10010.

Palgrave is the global academic imprint of the above companies and has companies and representatives throughout the world.

Palgrave® and Macmillan® are registered trademarks in the United States, the United Kingdom, Europe and other countries.

ISBN 978–1–137–47014–0

This book is printed on paper suitable for recycling and made from fullymanaged and sustained forest sources. Logging, pulping and manufacturing processes are expected to conform to the environmental regulations of the country of origin.

A catalogue record for this book is available from the British Library.

A catalog record for this book is available from the Library of Congress.

Typeset by MPS Limited, Chennai, India.

9781137470140_01_prexiv.indd iv9781137470140_01_prexiv.indd iv 12/27/2014 1:43:21 PM12/27/2014 1:43:21 PM

Copyrighted material – 978–1–137–47014–0


© Tim Baker 2015

All rights reserved. No reproduction, copy or transmission of thispublication may be made without written permission.

No portion of this publication may be reproduced, copied or transmittedsave with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, Saffron House, 6–10 Kirby Street, London EC1N 8TS.

Any person who does any unauthorized act in relation to this publicationmay be liable to criminal prosecution and civil claims for damages.

The author has asserted his right to be identifi ed as the author of this work in accordance with the Copyright, Designs and Patents Act 1988.

First published 2015 byPALGRAVE MACMILLAN

Palgrave Macmillan in the UK is an imprint of Macmillan Publishers Limited, registered in England, company number 785998, of Houndsmills, Basingstoke,Hampshire, RG21 6XS.

Palgrave Macmillan in the US is a division of St Martin’s Press LLC, 175 Fifth Avenue, New York, NY 10010.

Palgrave is the global academic imprint of the above companies and has companies and representatives throughout the world.

Palgrave® and Macmillan® are registered trademarks in the United States, the United Kingdom, Europe and other countries.

ISBN 978–1–137–47014–0

This book is printed on paper suitable for recycling and made from fullymanaged and sustained forest sources. Logging, pulping and manufacturing processes are expected to conform to the environmental regulations of the country of origin.

A catalogue record for this book is available from the British Library.

A catalog record for this book is available from the Library of Congress.

Typeset by MPS Limited, Chennai, India.

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vii

Contents

List of Figures, Tables and Case Studies xii

Introduction 1

Part I Understanding and Developing Power

1 The Power of Position 7Legitimate power 11Coercive power 12Reward power 13

2 Personal Power 16Connection power 17Expertise power 18Information power 19Referent power 20Adopting a multidimensional approach 21

3 Five Tools to Enhance Organizational Status 24Tool 1 – Centralizing your role 25Tool 2 – Increasing your flexibility 26Tool 3 – Repositioning your role 28Tool 4 – Promoting your successes 29Tool 5 – Linking you relevance to organizational success 29

4 Nine Tools to Build Personal Power 32Tool 6 – Who you know and what they know 33Tool 7 – Develop your knowledge and expertise 35

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viii Contents

Tool 8 – Building trust and rapport 35Tool 9 – Be logical and rational 36Tool 10 – Build alliances 37Tool 11 – Build rapport 37Tool 12 – Be a valued asset 37Tool 13 – Assertively persuade 38Tool 14 – Be upwardly appealing 38

Part II The Framework

5 Influencing Capabilities Framework 43Influencing styles 46Influencing approaches 50Influencing capabilities framework 54

6 The Four Influencing Strategies 57Investigation strategy (push-logical) 59Calculation strategy (pull-logical) 61Motivation strategy (push-emotional) 66Collaboration strategy (pull-emotional) 69

7 Influencing Capabilities Profile 74Instructions 76Diagnostic 77Profile 82

8 Interpreting Your Profile 84Influencing variables 85Your influencing style 90Your influencing approach 93Your influencing strategy 96

Part III Leaders of Influence

9 The Inquisitive Investigator 103Al Gore: an inquisitive investigator 105Occupations that rely on investigation 106Situations that require investigation 107Situations that do not require investigation 108

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ixContents

10 The Clear Calculator 112Margaret Thatcher: a clear calculator 114Occupations that rely on calculation 115Situations that require calculation 117Situations that do not require calculation 118

11 The Mindful Motivator 122Martin Luther King: a mindful motivator 124Occupations that rely on motivation 126Situations that require motivation 128Situations that do not require motivation 130

12 The Collegial Collaborator 136Mother Teresa: a collegial collaborator 138Occupations that rely on collaboration 140Situations that require collaboration 143Situations that do not require collaboration 145

Part IV Influencing Capabilities and More Tools 13 Investigation: Gathering Evidence 153

Tool 15 – Using third party endorsement 154Tool 16 – Structured interviewing 155Tool 17 – Conduct a survey 156Tool 18 – Process mapping 157

14 Investigation: Generating Ideas 160Tool 19 – Starting from the general and moving to the specific 160Tool 20 – Moving from the specific to the general 162Tool 21 – Linking ideas to the person being influenced 162

15 Investigation: Asserting Ideas 164Tool 22 – Persuasive formal presentations 164Tool 23 – Writing coherent reports 165Tool 24 – Productive conversations 166

16 Investigation: Countering Arguments 168Tool 25 – Anticipating objections 168Tool 26 – Playing devil’s advocate 170Tool 27 – Testing others’ arguments and assumptions 172

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x Contents

17 Calculation: Weighing Options 174Tool 28 – Force-field analysis 175Tool 29 – Cost–benefit analysis 177

18 Calculation: Communicating Standards 180Tool 30 – Modeling behavior 180Tool 31 – Setting targets 182Tool 32 – Reviewing targets 182

19 Calculation: Providing Feedback 185Tool 33 – Formative and summative feedback 185Tool 34 – After Action Review 186

20 Calculation: Offering Concessions 191Tool 35 – Assessing the needs of others 192Tool 36 – Accommodating the needs of others 194Tool 37 – Learning to compromise 195

21 Motivation: Communicating Vision 197Tool 38 – Visioning questions 198Tool 39 – Team Values Charter 200Tool 40 – Six Thinking Hats program 203

22 Motivation: Generating Enthusiasm 208Tool 41 – Two-factor theory 208Tool 42 – The use of storytelling 209Tool 43 – G.R.O.W. coaching model 212

23 Motivation: Connecting Emotionally 215Tool 44 – Grant-a-wish 215Tool 45 – Pay-a-compliment 217

24 Motivation: Building Morale 219Tool 46 – Strengths-based leadership 219Tool 47 – Good news stories 223Tool 48 – Scenario planning 224

25 Collaboration: Sharing Ownership 229Tool 49 – Theory X and Theory Y 230Tool 50 – 360-degree feedback 234

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xiContents

26 Collaboration: Communicating Openly 238Tool 51 – Begin with end in mind 239Tool 52 – Offer the employee a chance to reflect first 239Tool 53 – Give effective feedback 240Tool 54 – Be objective 241Tool 55 – Use a problem-solving approach 241Tool 56 – Consider all the factors 242

27 Collaboration: Listening Actively 243Tool 57 – Perceptual positions 244Tool 58 – Attentive listening 247Tool 59 – Paraphrasing 248Tool 60 – Identifying feelings 250

28 Collaboration: Building Trust 254Tool 61 – Barriers to collaboration 255Tool 62 – Team trust audit 258

References 262Index 266

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1

Introduction

I wrote this book because most managers I consult to still struggle with exercising their influence. The days of command and control are over. Traditional power-bases are breaking down. For instance, teachers no longer have the authority in the classroom they once had. Police officers can no longer rely on their uniform to command respect. Managers can’t depend exclusively on their hierarchical position to get things done any-more. Learning to influence is now more important than formal status and authority.

The New Influencing Toolkit is a practical book. It provides you, the reader, with 62 tried and proven tools for exerting maximum influence. Most books on the subject of influence are either too “salesy” and relate to peo-ple in the sales profession, or too academic, with little useful application. The New Influencing Toolkit is written for managers who need to shift the emphasis from command and control to exerting influence with their staff, boss, colleagues and an increasingly complex and growing stake-holder pool. My book is based on a unique influencing model called the Influencing Capabilities Framework, consisting of four leading influencing strategies – investigation, calculation, motivation and collaboration – and 16 supporting capabilities. There are surprisingly few comprehensive and easy-to-apply influencing models out there.

Influence, according to The Oxford English Dictionary, is the capacity to have an effect on the character, development or behavior of someone or something, or the effect itself. In the context of leadership, influence is about persuading others to think and act differently in ways that benefit

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The New Influencing Toolkit2

themselves, their manager, the organization and ultimately the end user of the product or service – the customer. It certainly does not mean manipu-lation or trickery. Influencing in my opinion must be done from an ethical standpoint. This is an important theme in The New Influencing Toolkit. You will have an opportunity to assess your own influencing capability by completing the influencing capabilities diagnostic and profile yourself accordingly.

The New Influencing Toolkit is broken into four parts. Part I starts the journey with understanding and developing power as an organizational leader. Managers essentially exercise power through their position or personal characteristics. Part I offers 14 tools for developing personal and positional power.

Part II introduces you to the Influencing Capabilities Framework. The new framework is made up of two influencing styles: push and pull. In addi-tion, the framework emphasizes two communication approaches based on logic or emotion. These combinations are distilled into four influenc-ing strategies that managers can and ought to use in their increasingly complex leadership role.

We all naturally favor some strategies over others. This means we over-use some and underuse others. Favoring certain influencing strategies diminishes overall leadership effectiveness. Appropriately using all four influencing strategies when the need arises is another important theme in my book. The use of a strategy ought to depend not on personal preference but the situation and the people we aim to influence. Being multidimensional in approach and style increases the odds of success. In Part II you can assess yourself to gain a better awareness of your influenc-ing preferences. The profile then provides the basis for creating a personal development plan to strengthen your influence by using a broader array of strategies and capabilities.

In Part III we look at four famous leaders who each exhibit characteristics of the four influencing strategies. Al Gore, climate change campaigner and former vice-president of the United States, favors the investigation strategy. Margaret Thatcher primarily used the calculation strategy when




Introduction 3

she held office as prime minister of Great Britain. Martin Luther King, the civil rights activist, was noted for using motivation as an influencing force. And Mother Teresa was an outstanding collaborator and used this strategy to serve the poor and needy. Apart from studying these influential lead-ers, we consider occupations that rely on these four influencing strategies and reflect on situations in the workplace that are suitable and unsuitable for deploying each strategy.

Part IV is dedicated to presenting 48 practical tools and how and when they can be used, based on the 16 supporting capabilities in the framework. Each of these tools is easy to apply and has been tested and used widely. With so many reputable tools, you have the luxury of choos-ing which ones to take up to bolster your leadership in the workplace. As I said at the outset of this brief introduction, this is a practical book written for you to help enhance your capacity to be more influential and effective as an unstoppable leader.

Enjoy!




266

AABC analysis 242accommodating 163, 191, 194–5 accommodation 194–5action plan 75, 83, 116adaptability 110adaptable 86, 90, 93–5, 187advertising campaign 226agenda

business-focused 169clear 112develops the 48government’s 109new 113renewal 112–13, 116sets the 48understand the 38

agreementcoming to an 195–6enterprise 19form an 159getting an 196North American Free Trade 106obtaining 109on the way forward 48reaching 47

Air Protection Branch 189Amazon 215ambassador 29

apportioning blame 241argument

alternative 61assert an 107assertive 59build an 63coherent 165convincing 51, 96counter 61, 103, 104, 247, 248credible 60defending your 248factual 48leader’s 154, 173logical 52, 53, 60, 72, 94, 97, 107,

147mount an 97opposing 168original 170paraphrasing their 248persuasive 37, 51, 105rational 51, 52, 59, 164that are well researched 36strong 47

assert ideas 60assertive communication 97, 164assessment

360-degree 43–4, 76, 230, 234, 237centers 112–13, 116CRES 178–9

Index

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Index267

executive capability 113negative 205processes 113program 112self- 77

associations 28, 35Atlantic Monthly 106attitude

helpful 38leader’s 180–1non-discriminatory 139l

auditsafety 182

auditing a team 258Australian National University 178autocratic leadership 229autonomy 13, 27available resources 257

BBakken, Earl 122behavior

actual 240attention on the 240correct 185define 209drivers of 51honest 181human 230inappropriate 64influence the 185interpret 182leader’s 182manager’s 181modeling 180–1, 184modifying 243own 76particular 242perception and 243person’s 241unethical 9

unhelpful 242your 237

Blunden, Peter 32board of directors 122, 126, 129bonding 149, 215bonus scheme 131–2borrowed power 17Bose, Ruma 138brainstorm 176, 205building alliances 26, 34, 159

CCadbury 12camaraderie 53, 118capabilities

associated 54, 85influencing 45, 76, 85, 88, 90,

261leadership 113least used 96perceived 140specific 59, 67strategies and 2, 84, 90supporting 1, 3, 54, 58, 77, 84, 95,

96, 174underpinning 63

Carr, Bob 24case for change 52, 179casual exchanges 166CEO

appointed 21clear vision 127generate and maintain

enthusiasm 127large organization 127legitimate power 22morale 127organizational status 10selecting a 127strategic thinker 127

chairing meetings 257




Index268

change agent 174Churchill, Winston 131Circular Quay 24civil rights movement 124Clinton, Bill 105close supervision 13, 231coach 21, 212coaching

executive 157program 157

coercive power 12–13, 14, 231way 64

collaborative leadership 49, 53, 138, 141, 234problem solving 71, 177, 244, 249,

258relationships 120

collective ownership 53comfort zone 86command and control 1, 137commander-in-chief 7commitment

and belonging 143builds 123consistent 182conviction and 130emotional 129employee’s 242enthusiasm and 60, 88long-term 49loyalty and 138, 140make a 241obligation and 53sense of 188showing 181solidarity and 128trust and 215

common barriers 255cause 67, 145

ground 240communicate

afraid to 30and lead 75assertively 164, 166in a logical and emotional way

52new found expertise 35perspectives 71pitfalls 64points of view 144reasons 89, 131reluctant to 29sense of conviction 130, 165the rewards 116to influence 25, 75to the team 47understanding 250using emotional appeal 52ways to 127with a high degree of structure

51with influence 21, 33, 36, 43, 45,

85with others 114your findings 36

communication network 26communication style

forceful 164pushy in their 127tailoring your 194

confident 139, 197comparative analysis 77, 230, 234competition 198, 254compromise 87, 195–6compromising 191, 195–6concessions

after 65important 196make 63, 65–6making 191




Index269

meaningful 192relevant 194timely 65, 191useful 65

conflictarmed 227dealing with 76resolving 195

consensus 110, 143, 186, 256consequences

analyze the 242of not changing 174unintended 115

consistency 77constructive criticism 64, 71consultation 93contacts

connections and 18lots of 36useful 26, 33valuable 34

conventional thinkingconvergent thinkingconversation

before the 221colleagues in 61collaborative 242difficult 251during the 57, 205goal of the 129meaningful 238one-on-one 238outcome of the 239steer the 239strategic 129successful 238team members in 51type of 170

conversationscasual 183challenging 238

five 74–5, 222meaningful 238performance 239private 137productive 166

corporate democracy 136courses-of-action 171–2Covey, Stephen 213, 239co-workers 9, 94–5, 108CQ University 95creative thinking 203CRES 178–9crisis 25, 166, 171–2critical thinking 203, 205cross-functional 27customer

complaints 161–2experience with a 210feedback 204interaction 223irate 162needs 156responsiveness 159service 159, 162wants 159

DDarling Harbor 24data

argument based on 107assembling 155gathering 87generating ideas from 163projector 104supported by 160

de Bono, Edward 198, 203decision-maker 178decode the feelings 250deductive thinking 162defending 144, 245, 247–8demographic 225, 226




Index270

devil’s advocateassumes the 170being a 172let me play 170play 168playing 170, 171, 172role of 172

diagnosticinfluencing capabilities 2, 91, 98, 260

dialogueadversarial 105constructive 148organizational 26regular 183, 186team 258

dimensionsfour 45influencing 45three 14, 22, 85two 9, 260

dishonest leadership 181disinterest 93, 243dissociative technique 244divergent thinking 48, 258dominant style 90–2Donovan, Grant 260driving forces 175–6, 224

Eeducational background 243email 132–3, 258emerging trends 161emotional

appeal 52, 165attachment 50, 130, 146, 197, 226bond 146, 218bonding 149buy-in 143, 229charge 244commitment 129component 197

energy 69investment 54message 250 overly 107response 122

empathydemonstrates 70demonstrating 194expressing 250listens with 53sense of 160showing 163tolerance and 145

employeedismisses an 51, 107enterprising 13initiative 234performance 74, 197, 238talents 221unions 116

employeesassumptions about 231capacity to dissatisfy 209communicating openly with 232conversatiions with 212 develop a climate of trust wih 232difficult to persuade 52emotional bond between 146emotional connection

between 217energy 134esteem needs 194feedback 240follow safe work practices 87gaining comliance from 231general beliefs about 234government 109hearts and minds of 127impact on 147influencing 8inspirational goal for 122




Index 271

innate talents 220interacting with 25losing their job 146low-performing 181majority of 14, 157motivate 97outlook of 224recognize the work of 13refocus 224scheduling 87skeptical 94strengths and talents of 220talents of 220train 56trusting 136unhapy 142values of 128want to progress 13

empowered 70, 213, 270endorsement 153–5esprit de corps 68, 118, 219evidence

backed by 107-based 96, 107, 108, 165based on 108body of 146capitalize on the 160documentary 107gathered 104gathering 59, 96, 153, 154, 155,

157, 159, 160, 261-gathering technique 155gathers 61, 156specific 162supporting 50, 59–0using 107validate 107weight of 54

exchange favors 65executive leadership 21, 112, 119exemplar power 20

expectations 63–4, 134, 180–1express realistic expectations 64expertise

and information 19competence and 11growing your 35knowledge and 35, 70new 28professional 20recognized 154skills and 9, 18status or 18technical 19upgrading your 35use 153–4

expressing anger 151extrinsic rewards 13eye contact 251

FFacebook 222–3facial expressions 251facilitator 144, 148facts

analysis of the 107assemble 106command of the 59gather the 61, 96gather your 36gathering the 59grasp of the 59gripping 209known 224presenting 204use of 106verifiable 204well-founded 165

factual argument 48Fallows, James 106Faust, Lou 106fear 12, 250




Index272

feedback360-degree 43–4, 46, 76, 234additional 156collective 156comrehensive 237constructive 64, 185–6continuous 186customer 204effective 240formative 185–6getting 230giving 166, 220honest 260insightful 234manager’s 186multi-rater 230negative 161, 240offer 66, 114, 185–6ongoing 240opportunities for 185patterns in the 237positive 95provides 63, 65, 87, 180providing 63, 97, 174, 185, 186,

188, 190, 240, 261purpose of 186revelant 186sources of 230type of 230

feelingsappealing to the 165cultivating 143decode the 250emotions and 68expressions of 251identifying 253label the 250people’s 250positive 68, 72, 261receptive to the 130strong views and 109

thoughts and 18first position 244–5, 246, 248Fisher, Lawrence 136Five Conversations Framework 74–5,

222flatter organizational structures 143flexibility 51, 72, 191 flexible

be 94, 98, 191being 108, 191long-term plans 224more 51, 86scheduling 137

Flynn, Joey 223followers

feelings of 68persuades the 47

formal presentations 164–5formative 183, 185-6, 187, 190framework

conceptual 234ethical 122

freedomneed for 13to work together 109

functional cooperation 223

GGates, Bill 131gather evidence 156generate enthusiasm 67, 68, 127 Georgia Forestry Commission 189Gleeson, Gerry 24–5goal

achieves this 213committed to the 122commit to this 88common 200connection to a 97inspirational 122key 119




Index273

manager’s 21motivated by the 88pursuit of a 224, 229reaching this 88set a 225towards a 175

goodwill 28, 195Gore, A l2, 103, 105–6, 261 government policy 204Great Britain 3, 114great leader 127, 138great orator 126group processes 256Guthrie, Bruce 32

Hhackathons 222hand gestures 251happiness research 215, 217helicopter view 244, 246Henry, Patrick 131Herzberg, Frederick 208–9hierarchical position 8, 12, 17, 49, 139high-performing 112, 129honesty 10HR 29, 57–8, 65, 74human

behavior 230beings 8, 192, 217dispirit 147face 123nature 230, 232, 234needs 193requirements 194resources department 28, 57resource manager 19

Iidea generation 60inductive thinking 162–3industry trends 162, 204

influence ethically 10information

access to certain 17accurate 132critical 36flow of 26gathering 204important 11, 20, 26, 204latest 20new 20organizing 177pertinent 153privileged 33, 261relevant 186required 58right 62sources 217supporting 178technology department 57timely 19, 242useful 19, 20, 34useless 34valuable 20, 30

initiatives 38innate talents 220–1innovation 119–20insightful feedback 234inspirational

goal 122message 47story 17vision 67

integrity 181interpersonal skills 243interviewing 107, 155, 244intrinsic 13investment of time 149

Jjob security 112, 116Johnson, Lyndon B. 124, 171




Index274

judging 90, 247–8judgmental 243

KKennedy, John F. 124, 131, 171–2Kennedy, Robert 171–2Khrushchev, Nikita 172knowledge

greater depth of 113is power 19lack of 70leader’s experience and 47skills or 18specialist 154specialized skills and 18strength and 17tacit 188

LLa Scala 142lateral influence 22leader’s focus 129leadership style

autocratic 229–30collaborative 49, 230–1, 234directive 89

legally responsible 87legitimate authority 84lessons learnt 48, 186–8, 224Lewin, Kurt 175likeability 35Lincoln, Abraham 210listen

ability to 243actively 69, 140, 193, 247empathetically 173obligated to 213openly 70preparedness to 173resectfully 144

with interest 239without judgment 246

listeningactively 69, 70, 85, 166, 229, 243,

247, 250–1, 253, 261attentive 243, 247–8, 253empathic 243impartial 70openly 98patiently 53, 182to stories 209

local government 21, 161logical

analysis 52, 145appraisal 205argument 52, 53, 60, 72, 94, 97,

107, 147case 52discourse 204explanation 132manner 178reasoning 66, 143response 118step 131too 95

Luna Park 24Luther King, Martin 3, 123–4, 146,

261

Mmanagers

coach 212departmental 157experienced 137in the private sector 13influential 240introvert 33personal strengths of 220positional power of 25reinforced by 181




Index275

senior 33, 113time-poor 33with technical expertise 19

managerialdecision-making 163style 233–4

managing upwards 25, 36, 76Mandela, Nelson 227manipulation 2, 8, 10, 92market

penetration 226research 48

Maslow, Abraham 192–4Maxwell, John 9McGregor, Douglas 136, 230–2, 234,

137measurement 52Medtronic 122–3Meetings

chairing 22, 257 formal review 183punctuality to 181set 183staff 29, 164, 240structure 207 team 207, 217, 219, 228

Memphis, Tennessee 124mental barriers 243micro-skills 247Miller, Barbara 95mindset

collective 109polar 234team’s 53Theory Y 231, 232, 241Theory X 231, 241, 242

mistrust 231, 256, 260misunderstandings 248modeling behavior 180–1, 184morale

affecting 240high level of 52, 127maintaining 52, 139positive 16

Mother Teresa 3, 136, 138–40, 146, 171, 261

motivatecollaborate and 88others 17the senior team 129the team 50, 53towards a common goal 86

multidimensionalin approach and style 2in your style 95method 88

multi-rater feedback 230Muti, Riccardo 142mutual respect 230

NNAFTA 106National Security Council 171negotiation tactic 116, 191, 195new direction

advantages of the 132committed to the 54, 118, 128,

130contemplating a 63enthusiasm for the 134entirely 109implementing the 109leader’s 129rationale for the 128set by the government 110

new practice 223News Limited 32Nobel Peace Prize 124nonverbal 133non-verbal cues 251




Index276

Oobjective

be 241be as 76–7

occupationsadvertising and public relations

executives 126animal trainers 116architects 126artistic directors 126–7community liaison officers 141choreographers 141composers 126conductor 127, 140–1, 142–3entrepreneurs 126family support workers 141fashion designers 126financial investment advisors

116funeral directors 141human resource advisors 141ministers of religion 141management consultants 141occupational therapists 141policing 107researchers 107salespeople 115scientists 107sports coaches 141

openness 181, 187, 258operational tasks 66optimistic view of workers 232

stage managers 141teachers 1, 116workplace relations advisors 141

optimize performance 257orchestras and leadership 142organizational

culture 181life 193

role 12status 10, 11, 12, 25, 260

organizationsstructure of 10military 187

Pparadigm 254participation management 136perceptions

changing the 51different 239–40range of 257

perceptual position 244–5performance

management system 75review 74–5

Perot, Ross 106personal

beliefs 246development 2

personalityforce of 33reserved 43

persuasive argument 37, 51, 105physical coercion 12planning

effective 119future 186mentally 247strategic 224

polar characteristics 237opposite 62, 92

politically aware 38positive psychology 220PowerPoint presentation 210preconceptions 243preferred style and approach 57, 72,

90




Index 277

prejudices 246priorities

changes in 118clear 169important 192new 109set of 109, 239team’s 47

prioritize actions 176privately-owned entity 129Prive, Tanya 127problem-solver 27problem-solving

approaches to 69collaborative 244, 249, 258situations 109taskforces 29

proceduresa new set of 188important 159policies and 209processes or 182systems and 103, 106

process mapping 157–8production 87, 147professional bodies 35project team 48, 71, 134, 143, 184,

186–7promote

discussion 255integrity 181

proposalbenefits of 64, 97leader’s 69, 168new 49, 62, 75, 131, 165

psychological coercion 12–13psychologists 62psychology 220, 233public sector

high-performing 112

innovation in the 119–20managers in the 13

publically-listed company 129

Qquantitative analysis 52, 178questionnaire 237questions

AAR 188ask 30, 132, 161, 201, 257important 120, 187key 192 open-ended 186, 246probing 170structured 74thoughtful 184useful 204

RRath, Tom 220rationale

communicating the 89understanding the 128

recognitionforms of 13rewards and 14timely 209

reflecting 248reframing 240rehearsing 247rephrasing 250reports

direct 76, 87–8written 164, 165–6

responsibility core 128delegating 69sense of 209sharing 231take 98, 212




Index278

restating 248restraining forces 175–7risk management 19, 28, 119roadblock 53, 157, 203, 248robust working relationships 244role of a manager 29–30rule of the three Ps 221

SS.W.O.T. analysis 156São Paulo 137scenario

analysis 224thinking 224

scheduling 87, 137second position 244–8self-actualization 193–4self-control 231self-directed work teams 147self-interest 69, 126self-motivated 231self-reflection 133, 230, 234, 239Semco 136–8Semler, Ricardo 136–8Senge, Peter 186senior

executives 112–13, 116, 123management team 34, 126–7, 199manager 18officials 7positions 20

Shackleton, Ernest 16–17share ownership 108, 230, 234sharing the ownership 69short-term solution 196Simmons, Anne 209–10simulation games 224Singapore Armed Forces 187skills-set 35–6, 223solution mode 257

sorrow 250span-of-control 230stakeholder

important 188, 198, 200relationships 48, 143support 88

standardscommunicate 65–6, 180ethical 28quality 44safety 87–8, 182

status and authority 1formal 1hierarchical 10organizational 10–11, 12, 25, 260positional 11

STEEP 224storytelling 208–10, 214strategic

conversation 129direction 48, 66, 118, 165, 225

strategic thinker 127structure

change in 129, 156hierarchical 230of organizations 10organizing 118team 30thinking 203

subjective criticism 205subjective experiences 243success stories 29, 224successful leadership 109summative 183, 185–6, 190survey

conduct a 153online 155

Sydney Harbor Authority 24Sydney Morning Herald 32




Index279

Ttactics

unprincipled 10negotiation 116

Talgam, Itay 142–3target group 163targets

qualitative 182quantitative 182reviewing 180, 182–4, 186setting 180

team decisions 230maintenance 207meetings 207, 217, 219, 228structure 30

technical skills 18, 21Thatcher, Margaret 2, 214–15, 261Thatcher’s Housing Act 114third position 244, 246–7, 249, 253Time magazine 106, 124to do list 239 training

activity 188lack of 231

transparency 181

Uultimately accountable 229unethical behavior 9unions 116US Army 187

Vvalues

core 216corporate 88leader’s 198

of employees 128organizational 123personal 248shared 197

verbal communication 133, 166vested interests 49vision

CEOs 129communicating a 53communication 197–8, 203compelling 139inspirational 67leader’s 98, 130, 146, 215organization’s 58, 220selling a 126, 130shared 203statement 76, 131, 199–20

WWestern world 254win–win 195working relationships

build better 44, 169build constructive 34professional 22, 35–6robust 244

workload 255workplace

accidents 87dilemma 47happier 217leadership in the 3modern 143

World Economic Forum 142Wren, Neville 24

ZZappos 215–16




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