As the up-and-coming vice president and CEO candidate for a Fortune 500 technology corporation sat before the CEO for his annual review, he was baffled to discover that the feedback from his peers, customers, direct reports, and particularly from...
Are you also needing your wage raise, but you do not know how to influence your boss or the HR department?
Have you ever needed to influence your collegue, an expert, your line manager, your spouse?
How succesful where you?
Do you want to belong to that part of the world that really discoverd how influence works and what you need to do for it to get it?
The cure for all this is that you need to know which tactics there are, how you use them and in which circomstance you best use which tactics!
In 1992 research was done by Falbe en Yukl and in 1992 by Yukl en Tracey about which tactics resulted in which outcome.
They determined 9 different techniques to influence.
Logical reasoning: to convince someone to do what you want?
To inspire : to get someone else enthousiastic about your idea, by working on values, ideas or aspirations of the other or by identifying the other one as the man/woman who can do the job/task
To consult: Consulting someone and letting him/her influence the final decission by taking into account that what is of value for the other.
Create positive atmosphere: To compliment others, be friendly and supportive towards others.
Personal engagement: Appeal on personal sympathy or loyalty of the other
To negotiate: propose to do a favor for each other, give and take
Make a coalition: Searching or using the support of someone else to convince someone to do a task or to convince someone else.
Legitimate: point to the legitimitacy of your demand, or your authority or the right to claim something or refer to rules, laws, agreements
Use of Brute force: demanding, using force, intimidation, constant controlling, pressing to do something
The graphic defintely shows the difference in result for each of the 9 techniques for :
support and engagement
During my trainings I get a lot of examples of people using "brute force" in order to get obedience of the other and they are all the time complaining about low ownership (engagement and support). I give you some examples.
Managers who are fed up with people not doing their works exactly as they would like.
People sending a "cc" to N+2 or CEO in order to get leverage
Collegues who are intimidating you by saying that they just "know" how important the job is for the CEO, when they have a better relationship with him/her.
Depending on what you need as an outcome, you need to choose well.
If you want no or low resistance then you can use inspiration, consulting and personal engagement. All 3 result in high engagement and support!
If you are focussed on obedience, then use legitimation but as a result there will only be low engagement and support.
This insight, closely relates by the overall insight that people are not willing to be influenced by their ennemies, but rather by their allies.
Additionally, influencing is all about first pacing( following) and then leading to the solution.
The 3 techniques that result in the highest ownership (engagement + support) relate to this principle. They invite the other person to come and stand on common ground, between you and the other.
Go and find out by yourself which strategy you use most and whether you too are complaining about low ownership by your employees.
So if you want more ownership by your employees use ICE (Inspiration-Consult- Engagement)!
A new study shows a direct connection between how we feel at work and how we perform and how Real interest in The wel Boeing of your employees, rockets bottom line results of our companies from an average margin of 14% to the sky high 28% of companies with highly motivated and engaged employees, who stay motivated thanks to the honest and real interest of their employer for them!
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We have decades of research on employee attitudes that clearly establishes the relationship among employee attitudes, beliefs, and behavior. Let me quickly review this research by starting with two common beliefs that are incorrect and then discussing three research findings that should be kept in mind when employee engagement data are interpreted.
Via Richard Andrews