strategy

6 Influence Strategies You Need to Lead

I had this really cool thought while on the treadmill the other day. Now, I have to tell you, being on a treadmill is not my favorite thing in the world. However, it has become an important part of my workout routine as my wife and I train for our next half-marathon in October. 

So I am jogging along at about a 4.7 miles per hour on the treadmill. My trainer calls this my base pace. That means that it is a pace I could theoretically keep up for 30 minutes or more if I had to do it. So I am jogging along at my comfortable 4.7 pace and my trainer Cynthia says, "Okay, everybody I want you to establish a new base. I want everyone to go 0.1mph faster." 

What! Get me out of my comfort zone? Are you kidding me?  

But you know what I did. I took my speed up 0.1mph

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That's when I had the thought: Cynthia has influence over me. Here is this petite female trainer giving me instruction over a microphone with 36 other people in a class at 6:15 in the morning, and what do I do? Exactly what she said to do. Why did I do that?

It is because Cynthia has influence over me.

Because I work for myself, I am able to make my own schedule when I am not traveling for training, and therefore could theoretically go to the gym whenever I please, but I don't. Why? Because even though I have a flexible schedule, I choose to go to the gym when I know there will be a trainer working who I like. This may sound like just a personal preference of mine, but it's more than that, and this kind of behavior probably shows up more in your life than you realize. My trainers’ likability and the friendship they show me along with their expertise in physical fitness that can make me a better runner makes me want to learn more from them. Likability and authority are actually keys for influencing others. 

As I was thinking about Cynthia’s influence over me in that moment it reminded me of what Robert Cialdini talks about in his book "Influence.” Cialdini has identified 6 influencing strategies that people use with each other.

Here is a summary of those strategies.

Influencing Strategies

Reciprocation: This is the idea that we do things in return for each other. Always share your strengths to help others, and return the favor when they do the same, even if your reciprocation is just a "thank you very much for your time." Let the kindness always end with you. 

Scarcity: "The rule of the rare," you can have influence when things like time and budget are scarce to be found. Help those around you see the urgency and the resources that are available. This type of influence must be used with integrity. When used wrongly it can hurt people and cost you your influence. The scarcity in the situation must be real. Don't create a deadline that you don't intend to stick to or fail to mention some possible solutions in order to create the appearance of scarcity.

Authority: This type of influence doesn't have to do with positional power like the word may suggest, but reverential power. Showing that you have the right data, an expert perspective will influence others. When you're the expert though, don't stop listening to others or you will lose your influence. If you walk in the room thinking you are the one with all the answers your expertise will not be heard. 

Commitment: This is the starting point of influence. If you are an influential leader, then those you lead will generally be committed rather than merely compliant. If you ask them to do something that's going to cost them some sacrifice you may see if they are committed or compliant. If they're committed they will do it with enthusiasm,  if not they may not do the task at all or they may do it begrudgingly. If you find they are compliant with your influence, reflect on how open you have been with them about your larger vision for the future of your work together. To gain commitment you must show them where they're going. 

Likability: As I mentioned earlier, building a friendship to build influence is important. Likability matters. A phrase I hear sometimes from clients is "I don't care about being liked, I just want to be respected." If that is you, I challenge you to take caution with that thought. When you are liked, you can gain as much influence as when you are respected. 

Consensus: "People-proof over people-power."  As you gain rapport with others and show that you have valuable knowledge, it will increase the success and value in others. It will be because of what you delivered, and this makes you more influential. 

Personalize One of These Strategies

Think about something you are trying to get done, maybe a change you are trying to get made, or a goal you are trying to help a team to reach.  Think through the influencing strategies above and identify the one you would like to try to implement to help you achieve your goal.

We all have different personalities that leave us with our own strengths and weaknesses, but for others to benefit from our influence, we must grow and adapt to better lead with influence in many types of relationships and situations. What kind of influence do you see on this list that comes the most naturally to you? The least? Leave a comment and let's chat about it!

Do You Make These Mistakes in Leadership?

I was having a conversation with a really close friend the other day. This person is a high-level leader who has a lot of autonomy in his role. He can make many decisions that can affect many lives. His board of directors gives him a lot of latitude to direct the vision and mission of his organization. His team loves working with him.

He knows leadership. He not only articulates this in the way he speaks, but I can see the actions of his life. He is:

  • Self-aware and others-aware.He knows his strengths and weaknesses, and is not afraid to admit when he doesn't know something. He is keenly aware of how others are presenting themselves.
  • Communicates vision. He repeats the vision for his organization over and over and over. I mean, if you are part of his group and cannot articulate what the organization is about, then you must be trying not to understand. You might not like it, You might not agree with it, But there is one thing for sure…You HAVE HEARD IT!
  • Displays cognitive and emotional intelligence. He is smart enough to be in his role and knows when his emotions are in play and how to manage them.
  • Balances task and relationship. He realizes that leadership is about both Leaders have followers and they need to work together to create the organization's vision.
  • Understands positives and negatives of culture. He knows that culture has both cool stuff about it and warts, and that is all just part of the cultural paradox.
  • Change Matters. He moves his team forward because he knows if he stands still, they become irrelevant. He is keenly aware of dynamics of change like conflict, stress, and speed.
  • Strategic and systematic thinker. He has a strong ability to know what the root issue is that needs to be addressed. He listens compassionately to all concerns and can keep his team focused on what the whole organization needs.
  • Spiritually connected. He interacts with people showing both grace and mercy at appropriate times and has a strong moral compass.

He both knows leadership and acts as a leader. As you can tell, I am a fan. I am not in any way saying he is perfect, just that when it comes to leadership he really gets the core essence.

The Conversation

Our dialogue was actually quite short. Neither of us had much time that day, but the conversation was about something very important to both of us. We both are members of an organization that is struggling. Its current leadership has been in place for a few years.

Leading this organization is in no way easy. What is easy is to sit back (like I am doing) and be critical.

My intention is not to be negative or critical but to turn some of our observations of this organization into a learning moment for all of us.

Here are 5 leadership mistakes we quickly identified. Perhaps you could use this list as a reflection of where you are in your own leadership.

The Mistakes

  • Personal Agenda. The leader has become emotionally attached to his initial vision and doesn’t seem to be allowing himself the capacity to learn.
  • Incremental Change. The leadership team has gotten into the weeds of the change that is needed. They are too focused on the tactics of making the change happen rather than staying strategic and delegating. This is causing the change to be micromanaged and blame is starting to occur.
  • Spirit of Defensiveness. When strategy gets questions and an answer is given confidently. When people want more depth, the same answers are given only louder and with more extraversion. This behavior is turf-protection rather than a spirit of openness and curiosity.
  • Vision possibility. While the vision for the organization is inspirational, it is one that is hard to relate to the practical. While inspiration carries with it emotion and cultural comfort, a vision has to do more than give a feeling of eating “Momma’s meatloaf and mashed potatoes." George Bernard Shaw gets attributed with one of my favorite vision quotes that makes the distinction between inspiration and possibility: “you see things; and you say, ‘why'. But I dream things that never were; and say 'why not!’.”
  • Lack of personal awareness. Perhaps the biggest issue is that many people tell this leader he is great all the time. I think he has started to believe it. While I am sure he feels some pressure in the role, my concern for him is that he is falling prey to the invulnerability fallacy.
  • The invulnerability fallacy. Because he has risen to the top, and many in the organization were excited he took the role, nothing can go wrong for him.

Self-Check

It is good for all of us to get really honest with ourselves from time to time. If you are sitting there telling yourself, “Well none of this happens to me so I am doing well," then perhaps you are suffering from the fallacy of thinking that you are all-knowing. I think as leaders we need to constantly be challenging ourselves across a number of leadership domains.

I think as leaders we need to constantly be challenging ourselves across a number of leadership domains. This is one of the reasons that coaching is so important. Every leader needs to have a voice who will speak truth to them. Who can help them see things that are not obvious. It is very difficult for someone who is internal to the organization and wants to stay, to deliver meaningful, long-term feedback. Once in awhile, someone will speak one word of truth, but very few will have the intestinal fortitude to continue on. This is one of the real values that coaching can bring. Hopefully, you are working with a coach, and this coach is providing you the challenge you need in your leadership life.

Every leader needs someone in their life who will keep them honest and humble, who doesn’t have much to lose in delivering bad news, a trusted voice who can lead the leader out of the wilderness, someone you can put your faith in because you know they have your best interest in mind.

Homework:

I have given you 8 positive leadership dimensions and 5 things that can go wrong in leadership. Do a reflective assessment of your own leadership. Not that these two lists are in any way definitive, but use them to think, reflect, and assess what your leadership looks like. Leave a comment below and let us know what you think.