Believe in your potential to become an influential manager. Influencing is not the preserve of the chosen few, even though some managers possess seemingly effortless influencing skills, says Steve Martin, director of consultancy Influence at Work
Where do I start?
Believe in your potential to become an influential manager. Influencing is not the preserve of the chosen few, even though some managers possess seemingly effortless influencing skills, says Steve Martin, director of consultancy Influence at Work.
“Studies have shown that there are proven principles of influence, and by understanding them we can all become more influential,” he says. “There are two things managers should do: learn about how influence works, and practise these skills.”
What traits do I need?
Be self-aware, as how you are perceived by others will have a major bearing on your powers to influence. Are you a plain speaker and willing to be self-revealing? Do people consider you a good decision maker or problem solver?
It is important to be respected both as a manager and as a practitioner. Your ability to influence will be far greater if you have a proven track record, a strong reputation for delivery, and the team recognises your grassroots knowledge and ability in a given area.
Processes such as planning, facilitation and research are also important skills you need to develop.
Look at the long term
Bringing people in your team on board requires you to be sensitive to their feelings and emotional needs. Tune in to what motivates them as individuals and learn what makes them tick.
A thorough understanding of group dynamics will provide a basis for you to begin effective communication processes and to select a method and tone of communicating that is appropriate for the individual or group.
As part of this process, be prepared to spend quality time building long-lasting relationships. Once trust and rapport is established, it will make the team feel comfortable dealing with you and enable you to achieve more.
Ensure you use influence wisely, honestly and ethically, advises Martin. “Today’s organisations do not prosper with short-term strategies. Managers should employ these principles of influence in a way that fosters long-term, mutually-rewarding relationships.”
Role play
Acting out scenes recreated from work episodes with a trusted peer or mentor can help give a clearer idea of which management styles work best for particular situations. They may highlight shortcomings in areas such as listening skills, body language and tone of voice – all important factors affecting your ability to influence.
They can also provide useful insight into how others behave towards you and how you are perceived as a leader.
Ultimately, your powers to influence will rest on your leadership abilities, so be prepared to take criticism and learn from it.
For more information
Books
Influence: Science and Practice, Robert B Cialdini, Allyn & Bacon, ISBN 0321011473
Persuasion: The Art of Influencing People, James Borg, Pearson Professional Education, ISBN 0273688383
Second opinion on … how to best develop your influence
By Steve Martin, director, Influence at Work
What techniques can we use to develop influence?
There has been more than 50 years of research into the subject, suggesting that there are just six universal principles of influence.
They are reciprocity, scarcity, authority, consistency, consensus and liking.
By understanding these six universal principles and learning how to apply them to everyday challenges, managers can become more adept at influencing others.
How should you monitor and evaluate the impact of your influence on a team?
One of the key indicators of your influence is the extent to which people are willing to be guided by your advice. Are they willing to adopt different approaches after consulting with you?
These are potential indicators of the impact of your influence - assuming that your advice is taken willingly and voluntarily. If people are just conforming, you are not being influential - you are just playing the 'I'm the manager' card.
What are common mistakes?
The most common one is not recognising when we are most influential, and as a result, we lose the ability to successfully persuade others. Studies show people are significantly more amenable to our requests immediately after they have thanked us for some form of help or support.
How often though, after someone has thanked us, do we respond by saying 'Think nothing of it'? We are losing out on one of the most influential moments in social interaction.
What are your top tips?
Read Influence by professor Robert Cialdini.
Recognise the moments when you are at your most influential and use them accordingly.
Be proactive. Look to where the universal principles of social influence exist in a situation then bring them to the awareness of others.
Never influence someone in a way that would make you feel uncomfortable if used on yourself.
By Scott Beagrie. Courtesy of Personnel Today magazine. www.personneltoday.com
