There are essentially only four ways to influence anybody and about anything. Each of us over uses one of these four strategies through personal preference. We are less persuasive as a result. This presentation is designed to assist you to be more influential ethically and honestly. You will learn what these four strategies are and how you can use them to maximise your influencing capability. By the end of this broadcast, you will be able to: • Identify the four main influencing strategies and understand their strengths and weaknesses, • Apply several tools to strengthen your influencing capability; and • Appreciate the importance and value of influencing capability.

1. TThe4 Strategies
Dr Tim Baker
tim@winnersatwork.com.au
www.winnersatwork.com.au
The Four Strategies for
Maximising Influence at
Work

2. Four influencing
strategies for
change
Influencing
capabilities
profile
Influencing
tools for change

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

5. Leaders are in the business
of influence … you are a
professional influencer

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

7. The Influencing Capabilities Framework
(Baker, 2015)

8. 16 Influencing Capabilities

9. 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

10. The Inquisitive Investigator
Police, scientists &
researchers
Workplace incidents
such as safety or
harassment.
Generate support for
a new initiative
Large scale change
initiatives when you
want people to be
engaged

11.  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

12. 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 building the
team or getting people to
focus on the big picture; e.g.,
leading a new team or creating
a vision for the team.

13. 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

14. The Mindful
Motivator
Entrepreneurs, advertising
executives, PR agents,
artistic directors.
Developing a sense of
commitment – winning the
hearts & minds of people.
Unclear about the
rationale for a new
initiative; e.g., unexpected
cost cutting.

15. 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

16. The Collegial
Collaborator
Conductor of an
orchestra, funeral
directors,
choreographers.
In circumstances where
their are diverse &
strongly held views or
opinions; e.g., team
development.
People need to know the
logic & rationale behind
a decision, e.g.,
introducing a new
procedure pushed down
from above.

21. Investigation Tools for Change
Using third party endorsements
Structured interviews
Conduct a survey
Process mapping

22. Calculation Tools for Change
Force-field analysis
Cost-benefit analysis
After action reviews

23. Motivation Tools for Change
Team values charter
GROW model
Storytelling
Good news stories

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

25. To be more
effective at
change, use
all four
strategies

26. 20%
Discount
“Tim Baker has written an extraordinary book.
The New Influencing Toolkit is comprehensive,
practical and compelling. The framework is
clearly explained, the profiles in influence are
intriguing and memorable, and the tools are
immediately useful. The self-assessment is
alone worth the price of the book. I highly
recommend The New Influencing Toolkit.”
—Jim Kouzes
co-author of the bestselling and award-
winning book The Leadership Challenge;
Executive Fellow of Leadership, Leavey School
of Business, Santa Clara University.