Great leadership is nowhere better marked than by the ability to improve another person's thinking. In this series, get the brain-based approach to 3 key leadership traits, starting here with: INFLUENCE.

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INFLUENCE: A Brain-based
Approach for Stand-out Leadership 26 October 2016
Great leadership is nowhere better marked than by the ability to improve another person's thinking.
In this series, get the brain-based approach to 3 key leadership traits, starting here with: INFLUENCE.
Central to my thinking and experience around great
leadership is that ability to improve another person’s
thinking.
Best practice leadership development is still dominated by
ideas that originated in a quite different time from the
ones we live in today. We’re still focused on competencies,
frameworks and processes, before people. And we’re still
focused on those same people’s observable performance –
with a lot less thought for what’s driving that
performance.
Enter: a brain-based approach. Because today, our people
are good. They’re paid to think. And it’s no longer about
telling them what to do, but facilitating positive change
by helping them think better.
In this 3-part weekly series, we’re going to apply a brain-
based approach to 3 key skills for stand-out performance,
starting here with: INFLUENCE.
Influence gets a bad rep
For many of us, “influence” has a negative connotation.
We hear instead “manipulation” – as a result of the bad
reputation influence gets from liars, cheats and pushy,
high-pressure salesmen. We might even associate it with
very politically-motivated colleagues.
But of course, we’re all constantly asking people to change
their behaviour to benefit us in some way. Any request
we make of another person does just that. And that’s ok: if
our request is legitimate, sensible and reasonable.
And so in those scenarios: why not make our influence as
powerful as possible? And as a leader, to do so in a way
that engenders commitment and progress towards a
common goal.
There are 8 brain-based factors that powerfully amp our
influence and impact, especially in the leadership context.
Take a look at the list below. And as you do: notice which
you’ve seen applied at work in a way that appeals to
you; and consider what changes you might like to make
to bring more of your influence to the table.

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#1. Rapport
 Rapport is not simply about being liked and trusted.
It’s about making a connection; and establishing a
clear channel of communication that exists in the
space between you. We know when we’re in
rapport because the conversation just flows. We
know when to be bold – and when to be subtle.
When to speak – and when to listen.
 To build good rapport quickly, start with physiology.
Notice the overall speed at which the other person is
thinking, speaking and moving. And then make
small changes to your own physiology to reduce the
differences between you. But here’s the thing: don’t
copy them. That will undo any rapport quicker than
anything.
 One of the most useful tips I remind myself of,
whenever working on rapport with a client is simply:
dial it back. On the whole, people want to connect
and be friendly. And so we don’t need to do too
much. Over-excitement, over-eagerness and generally
trying too hard can reduce rapport: they feel
somehow threatening. Instead, be warm and open,
smile, say a friendly hello and take a genuine interest
in the other person.
#2. Utilisation
 Utilisation is about working with what’s already
there. Instead of minimising or ignoring an issue,
objection or counter-opinion, utilisation is about
embracing it and turning it to an advantage. If
someone is fixated on a reason no to do something,
use that useful information as the catalyst to find a
perfect solution. If someone wants to do something
completely outlandish, say “great, how would that
work?” – and iron out the details later.
 When we understand the concept of utilisation,
resistance almost ceases to exist: because even the
“resistance” is, itself, useful energy waiting to be
converted to a more constructive purpose. And so
utilisation can make us influential with the most
unlikely material. Simply: get clear on your outcome;
start with what you have; and make it work from
there.
#3. Scarcity
 All thing being equal, we value what’s in short
supply; and devalue what’s in abundance. We want
what we cannot have. We chase what runs away.
We strive for things just out of reach.
 To have more influence: make you and your offer
scarce. Pull away at the key moment in a deal.
Promote exclusivity. Speak less for the words you do
say to have more impact. Scarcity is motivating for
those around you. Make sure you use it to full
advantage.
#4. Authority
 We’re so accustomed to accepting authority, our
brains shortcut to acceptance. Notice it now: we ask
very few questions of those that act with, or carry
the indicators of, authority.
 The authority isn’t always real; and it isn’t always
relevant. But we follow it just the same.
 Authority is one of the simplest ways to exert
influence. With authority, when you ask for
something reasonable, and you ask with confidence
and courtesy, most of the time you get it. Just by
asking.
 To amp your authority: dress the part; act the part.
#5. Association
 Our brains are connection machines. And so, if I
want you to like something: I put it alongside
something or someone you already like. And you
make the association.

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 As a leader looking to motivate and persuade, you
can use association is any number of ways to support
your position. But the key is to stay authentic to
yourself and your values.
 Ask yourself now: how could I improve my influence
and impact at work by association. Who could I
associate with? What associations could I draw for
my clients with my product or service? What
associations could I install for my team with our
overall objectives?
#6. Social Proof
 One of the most common drivers of human behaviour
is social proof. Whatever everyone else is doing, we
go along with it too. And all the more if the person
we’re following is someone we can relate to, looks the
part and looks like they know what they’re doing.
 This informal learning is very useful: right from
childhood through to adulthood; for our little corner of
the world, and for society at large. It’s how we learn
the majority of the social and professional conventions
we adhere to.
 Social proof, in the leadership context, starts with
simply: leading by example. Where you go (with
conviction and determination),your team follows.
Other examples might include testimonials, case
studies and other client logos for a pitch; or
introducing expert opinion or research to the
argument; or showing the raw numbers. There are
all sorts of examples: how might you use social proof
to get the backing you need?
#7. Reciprocity
 Reciprocity is an automatic human response. We
hate to feel indebted. So when someone does us a
favour or gives us a gift, we have a strong desire to
do something in return: to remove that uncomfortable
feeling of indebtedness.
 As you read this, perhaps your first thoughts are for
a potentially dishonest application of this influencing
tactic. Underhand marketing campaigns, and so on.
But know that reciprocity is also a force for good,
helping businesses to develop and societies to grow.
 To use your reciprocity for good: go into your world
of work with random acts of kindness, compliments,
generosity and politeness. Notice the goodwill you
generate; and how the work environment is kinder to
you in return. And no need to be lavish; or expectant
of something in return. Simple be kind, helpful and
generous.
#8. Consistency
 As human beings, we love to appear consistent,
especially when the position we take is done publicly.
We like to think we’re open-minded. But it’s often not
the case. Because our ego gets involved. And our ego
is only interested in two things: being right; and
looking good.
 There are two distinct directions to employ
consistency at work: for self; and for others. For
ourselves, simply being aware of our burning need to
be consistent can help us spot flaws in our thinking.
As when we find ourselves doggedly sticking to our
initial argument, in spite of strong contrary evidence.
 And for others, it’s useful to know how consistency
makes it difficult for someone to move away from an
initial position. So when moving someone towards
our own viewpoint, we need to be gracious and do it
in small steps. And where possible, find aspects of
another’s persons position that are consistent with the
overall goal – and so, lessen their resistance to
changing position.

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+44 (0) 7976 751 095 dan@danbeverly.com http://danbeverly.com
A brain-based approach
to influence
We are all influencers. And we are all being influenced.
A brain-based approach puts us a little more in the know;
and a little ahead of those around us. Very useful for
managers trying to deliver; leaders trying to inspire; and
professionals trying to accelerate career.
Next time in the “Brain-based Approach for Stand-out
Leadership” series: CHARISMA.
Dan Beverly is a leadership and performance coach helping ambitious, high-
achieving professional women land their perfect career.
His mission is to inspire possibility in others for a career that leaves us feeling
fulfilled in our work, confident in ourselves and balanced in our life.
Go online to book your “Session Zero” with Dan – and start capitalising on
your pivotal career moments today.
http://danbeverly.com/session-zero