Human Resourcest

Influencing Skills (E)

What is the role of influencing skill? What are the tips for development of influencing?

Posted: Dec 2011

The influencing is the part of Ability to create alliances group of basic skills. This skill is primarily managerial skill, but is also related to non managerial position as well. The importance of this skill grows with the rank within hierarchy.

Person with developed influencing skill will considers broader business context and is able to develop and communicate objectives and requirements.

Definition

The person with developed influencing skill presents ideas and suggestions in ways that influence the beliefs and decisions of others and inspires them to action toward common goal.

Key Behavioural Indicators

• Uses facts and rational arguments to influence and persuade

• Puts forward own ideas openly and assertively for adaptation

• Anticipates others' reactions and prepares appropriately

• Uses objections as an opportunity to identify additional needs to address, reframe messages and strengthen relationships

• Builds shared vision through influence by tying them into the values, needs, motives, aspirations, and goals of others

• Focuses on win-win agreements

• Leverages relationships to promote ideas and initiatives that are critical to the success of the operation

• Understands “concept of value” when influencing and negotiating with stakeholders

Tips for Development

• The influencing is the part of Ability to create alliances group of basic skills. This skill is primarily managerial skill, but is also related to non managerial position as well. The importance of this skill grows with the rank within hierarchy.

  
  

  
  

  Use a variety of influencing techniques, based on differences in groups or person, to persuade others

• Use reasoning – logical arguments and factual evidence to persuade people that your strategy, proposal or request is viable and likely to help the business achieve its goals.  Reasoning includes explaining the reasons for your request, explaining how the other person would benefit if he/she supported you, and providing evidence to show that your plan or proposal is likely to succeed.

• Anticipate people’s concerns and deal with them directly by identifying potential problems with your proposal and showing how to overcome them, showing how you propose to avoid problems, overcome obstacles and minimise risk.

• Ask people to help plan efforts or activities that will require their support and commitment, let people know that your proposal is tentative and you are asking for their suggestions, encourage people to express any concerns or doubts they have about your plan.

• Create a feeling of basic trust with the person you are attempting to influence

• Match your behaviour to the outcome you want to achieve rather than to your dominant thoughts and emotions.  That is, you have only one tool at your disposal – your behaviour.

• Use your behavioural repertoire as a toolkit from which you select the tool (behaviour) most appropriate to the outcome you want to achieve, considering the audience, environment and situation.

• Some behaviours trigger positive responses and some trigger negative ones.  As an example, if you listen actively to understand someone, they are more inclined to listen to you.

• Develop an plan in which you assess the situation and develop a strategic approach to achieve the desired outcome.

• Focus on what’s important to others as well as what’s important to you.

• Be aware of how others prefer to receive information (e.g. verbal versus written, big picture versus detail) and consider your impact.