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What makes a great influencer? What influences you? What have been your best and worst experiences of influencing other people? What have you found makes the difference?
Influence is sometimes described as the art or psychology of persuasion. It’s about creating a shift in a person or group’s beliefs, thinking, feelings, attitudes, actions or behaviour. We’re influencing all the time through our everyday social interactions but not always in the ways we would hope for. For example, as you read what I’m writing here, your own views about influencing will be affected at some level. It could strengthen your existing beliefs or create a shift, no matter how small. The art of influencing is at heart about enabling a shift in the direction that the influencer hopes for. This implies at the outset that influence demands intentionality. It implies a deliberate act, a strategy or sorts, with a particular goal in mind. This intention is not always clear, however, even to the influencer. We’re not always sure what influences our own behaviour, even if we rationalise or post-rationalise it at a conscious level. So, for instance, I could tell and convince myself that I’m behaving or acting in a certain way because that explanation feels more personally or socially acceptable, even if deeper factors or motivations are at work at subconscious or unconscious levels. Assuming for argument’s sake that I have a clear and conscious intention or goal in mind, what can I do to create a shift in another towards my desired direction? As a leader or manager, I could use my positional power to demand a change in action or behaviour. It could result in compliance to achieve reward or avoid punishment, or resistance as an effort to avoid the change. It’s unlikely, however, to change the other party’s underlying beliefs, values, attitudes etc. in the way that I may hope for, especially if I want to achieve transformational and sustainable change. This is of course one of the critical challenges of change leadership: how to move a person or group to a psychological place where they choose freely to change without coercion or external pressure. It’s the same kind of challenge faced by trainers and marketeers: how to influence people’s attitudes, choices and behaviours without access to formal power or authority to ensure those changes happen. It begs interesting and important ethical questions, e.g. how to achieve a shift without unethically manipulating people or groups, especially those who are vulnerable. In my experience, a key factor in influencing is understanding what matters most to other people. This is often the starting point for market research, surveying targeted populations to find out what they choose and why. If I understand what matters to you, what you value most, I can frame my product, service, idea, argument, language etc. in terms that will make it feel familiar, acceptable or attractive to you. In advertising, I may use people or images you consider iconic, admirable, inspiring or trustworthy to build a psychological bridge towards you – and to entice you to cross it. The same principles apply to influencing in the workplace. Recognising that employee engagement influences talent retention and organisational performance, many organisations conduct staff surveys, pulse checks, focus groups etc. to understand how the organisation feels to those who work for it. Such surveys provide opportunity for leaders and staff to influence the organisational culture and climate and for staff to influence what leaders pay attention to. Some of the more sophisticated surveys check ‘what matters most to you’ alongside general satisfaction scores. Many organisations also use a whole variety or initiatives including competency frameworks, performance management systems, reward and recognition strategies to identify, publicise, affirm and reinforce behaviours that leaders consider most valuable for the organisation. All of these processes aim at some level to influence perspectives, attitudes and actions. The leadership agenda involves not only understanding what matters most to staff but influencing what people will choose in order to align personal choices and decisions with what the organisation wants or needs. So, what are the key factors that enable us to be effective influencers? Firstly, have a clear and explicit intention. If we have mixed or hidden motives, we lack integrity, others will pick it up intuitively and it will undermine trust. If you’re unsure what your true motives are, reflect on this honestly with a critical colleague or friend beforehand. Secondly, research and understand what matters most to other people. If we can tap into others’ language, culture, values and goals and address them well in what we propose, we are more likely to build bridges and achieve win-win solutions. Thirdly, have a clear sense of what we want others to think, feel or do differently. This enables us to design and communicate messages clearly. I often ask myself before presentations or meetings, for instance: ‘What do I want people to think, feel and do as a result of what I do today?’ Fourthly, reward changes in ways that others value and appreciate. If we ask those we seek to influence, for instance: ‘How do you want to do this?’, ‘What would make this worthwhile for you?’ or ‘What would make a great outcome for you?’, it demonstrates humanity, relationship, humility and respect.
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I'm indebted to Rosabeth Moss Kanter for her wise insights and guidance on change leadership, especially in her excellent article, 'Managing the Human Side of Change'. I will share some of her insights and suggestions below along with some of my own and how these could look as guiding principles. I would be very interested to hear from others too...what principles have you found that make the greatest positive difference when dealing with human dimensions of change?
1. Loss of control 'How people greet change has to do with whether they feel in control of it or not. Change is exciting when it is done by us, threatening when it is done to us. Giving people chances for involvement can help them feel more committed to the change.' (In what ways can you get people involved in the changes you are planning?) 2. Staying close Leaders can be tempted to avoid contact with people affected by change in case they face criticism or questions they can’t answer. Staying closer to people during change enables communication and builds trust. (What opportunities can you create to engage with people throughout the change?) 3. Excess uncertainty 'If people don’t know where the next step is going to take them, change can seem dangerous. Information, coupled with the leaders’ actions to make change seem safer, can convert resistance to commitment.' (What do people impacted by the change need to know to minimise uncertainty?) 4. Surprise surprise! 'People are easily shocked by decisions or requests suddenly sprung on them without groundwork or preparation. Give people advance notice, a warning, and a chance to adjust their thinking.' (What do people need to hear now to help prepare them for the change?) 5. The difference effect 'Change requires people to become conscious of, and to question, familiar routines and habits. Maintaining some familiar sights and sounds, the things that make people feel comfortable and at home, is very important.' (What good things can you safeguard to maintain a sense of continuity?) 6. Loss of face 'If accepting a change means admitting that the way things were done in the past was wrong, people are certain to resist. Commitment to change is ensured when past actions are put in perspective – as the apparently right thing to do then, but now times are different. This way, people do not lose face.' (What things can you do positively to affirm the past?) 7. Future competence 'Sometimes people resist change because of personal concerns about their future ability to be effective after the change: Can I do it, how will I do it, will I make it under the new conditions, do I have the skills to operate in a new way? We have to be sensitive enough to make sure that nobody feels stupid, that everyone can ask questions and that everybody has a chance to be a learner, to come to feel competent in new ways.' (What could you do to enable people to meet future demands?) 8. Ripple effects 'Change sometimes disrupts other plans or projects, or even personal and family activities that have nothing to do with the job, and anticipation of those disruptions causes resistance to change. Effective change masters are sensitive to the ripples changes cause. They introduce the change with flexibility so that, for example, people who have children can finish the school year before relocating or managers who want to finish a pet project can do so.' (What is negotiable to make the change more workable for those affected?) 9. More work 'The effort it takes to manage things under routine circumstances needs to be multiplied when things are changing. While an employee is working harder, it certainly helps to know that your boss is acknowledging that extra effort and time.' (What can you do practically to affirm people working through the changes?) 10. Past resentments 'Anyone who has ever had a gripe against the organisation is likely to resist the organisation telling them they now have to do something new. Going forward can mean first going back – listening to past resentments and repairing past rifts.' (What past hurts need to be dealt with in order to go forward positively?) 11. Dealing with loss 'Sometimes a change does create winners and losers. Sometimes people do lose status, clout or comfort because of the change. We all need a chance to let go of the past, to mourn it. Rituals or parting events to honour the past help us let go.' (What creative rituals could you do to celebrate the past and enable people to move on?) 12. Modelling values The way leaders treat people during change reveals their true values. When leaders act honourably with love, care and respect, it builds trust, loyalty and hope for those who stay with the organisation. (How will your values influence your decisions and behaviour?) Think of a great leader, leadership team or experience. A person, group or moment where you strongly noticed or felt the influence and impact of leadership. What made the difference?
I don't believe in the cult of the perfect leader, the person who lives and demonstrates perfect leadership qualities at all times and in all circumstances - except of course, God. Nevertheless, I do know when I experience or exercise leadership. I have an intuitive sense that I'm being something, doing something, experiencing something that feels both 'me' and 'beyond me'. I've noticed these moments most profoundly when certain qualities emerge at the same time. It's a kind of synergy that, in a particular moment and context, ignites a spark and something emerges: *Identity. The intrinsic me. A sense of who I am, who I am in God, what I believe about myself, what others recognise in me, what my talents are, what I base my confidence in. *Initiative. Personal proactivity. A sense of my own power, personal leadership, a willingness to be the first to step out and take a risk, a preparedness to take responsibility for action. *Inspiration. How I motivate others. A sense of vision, imagination, a compelling idea, a grasp of opportunities and possibilities, an ability to help others believe in themselves, to release potential. *Intuition. Deep insight. A sense of what's important, an awareness of my own feelings, an ability to tune into what isn't being said, an ability to notice and discern 'what's really going on here.' *Influence. Inspiring others to follow. An awareness of what matters most to others, a commitment to role modelling, an ability to communicate, negotiate, convince and persuade. *Inclusion. Valuing others' contribution. A sense of awareness of my own limitations, a recognition of others' gifts and talents, an ability to involve others and draw out their best. *Intimacy. How I relate to others. A sense of empathy, a willingness to challenge and support, a preparedness to stand alongside others through good times and bad. *Integrity. My values and behaviour. A sense of conscience, a moral compass, a determined commitment to ethical practice, a clear sense of parameters and boundaries. *Innovation. Seeing and doing things differently. A sense of creativity, a willingness to be playful, experiment and take risks, an ability to reframe, to challenge the status quo, to enable paradigm shifts. *Impact. A commitment to action. A sense of purpose, a desire to achieve change, the courage to get involved, a willingness to take decisions, an openness to experiment, evaluate and learn. It's a dynamic combination of these elements that results in the exercise and experience of leadership, whether personal leadership or leadership as a team (where ‘I’ could be converted to ‘we’). So I want to use this list as a checklist before God. How far does my attitude, outlook and approach reflect these qualities? What would it take for me to become more of a leader, more of the time? |
Nick WrightI'm a psychological coach, trainer and OD consultant. Curious to discover how can I help you? Get in touch! 
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