Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the executive leader’s influencing capability.

1. Dr Tim Baker
tim@winnersatwork.com.au
www.winnersatwork.com.au

2. Unit 1—Enhancing Your Personal
Influence at the Executive Level
Unit 2—Strategically Managing
Performance
Unit 3—Creating Thinking Space
and Managing Time
Unit 4—Options for
Organisational Structuring
Unit 5—Negotiation and Conflict
Management
Unit 6—Driving Positive Culture
Change

3. Unit 2—Enhancing Your Personal Influence at the Executive Level

4. Influence
Influencing
capabilities
framework
Four
influencing
strategies
Tools of
influence

6. The power to make other
people agree with your
opinions or get them to do
what you want willingly and
ethically.

7. We are all in the business of influence …

8. Your preferred style & approach
The other person(s) style & approach
The context

9. Baker, T. (2015) The New Influencing Toolkit
Influencing Capabilities
Framework

10. 16 Influencing Capabilities

11. The Inquisitive Investigator
• Investigators like to marshal their facts & figures &
assertively advance their argument. They use logic to
persuade & tend to be methodical & structured in their
approach.
• Al Gore

12. The Inquisitive Investigator
Police, scientists &
researchers
Workplace incidents such
as safety or harassment.
Large scale change
initiatives when you want
people to be onboard

13. The Clear Calculator
• Calculators like to promote the positives of a
proposal & highlight the weaknesses in the
current position. People know where they stand
with calculators. They use logic to advance their
cause. Generally calculators are good debaters.
• Margaret Thatcher

14. The Clear Calculator
Sales people, financial
advisors, animal trainers,
teachers.
Any new change in the
workplace that will affect
employees & their working
methods requires a leader to
sell the positives of the
change; e.g., harassment &
bullying legislation training.
Situations where the direction
is vague & unclear; e.g., your
belief we should create a new
market for a product.

15. The Mindful Motivator
• Motivators use emotion to influence. They are big
picture thinkers that link a cause with a
compelling vision of the future. Motivators often
have a way with words & can define a simple and
convincing vision.
• Martin Luther-King

16. The Mindful Motivator
• Entrepreneurs, advertising executives, PR agents,
artistic directors.
• Developing a new strategic direction that requires
the hearts & minds of people.
• Unclear about the rationale for a new initiative;
e.g., unexpected cost cutting.

17. The Collegial Collaborator
• Collaborators also influence using emotion. But
they persuade people by involving them in the
decision. Collaborators are great team builders.
They engage people's hearts & minds.
• Mother Teresa

18. The Collegial
Collaborator
• Conductor of an orchestra, funeral
directors, choreographers.
• In circumstances where there are
diverse & strongly held views; e.g.,
team development.
• People need to know the logic &
rationale behind a decision, e.g.,
introducing a new CRM system.

20. Investigation Tools
Using third party endorsements
Structured interviews
Conduct a survey
Process mapping

21. Calculation Tools
Force-field analysis
Cost-benefit analysis
After action reviews

22. Motivation
Tools
Team values charter
GROW model
Storytelling
Good news stories

23. Collaboration
Tools
Begin with the end in mind
Giving effective feedback
Using a problem-solving approach
Paraphrasing & active listening

24. Performance
framework
Values
framework
Performance &
jobs
Shifting from a
job-focus to a
performance-
focus

25. Your homework
Complete the profile &
implement at least one
of the tools you’ve
learnt