Influence without authority - ITMPI
•Descargar como PPTX, PDF•
1 recomendación•880 vistas
Convincing the bear - Influence without authority After hiking towards a glacier in Denali National Park Alaska, we were making camp near a small lake. Suddenly I heard my friend saying “Michael there’s a bear here, it is on this side of the lake”. And there he was, a ‘young’ 200 Pound Grizzly no more than 10 feet away… Influencing a bear in the Alaskan outback is quite similar to handling the bears or rather stakeholders of the modern organization – both have their own agenda, and will have you for lunch if they think it serves their interests and appetites. In this presentation we learn best practices for leading and influencing without authority, including the three essentials model: stakeholder leadership, team orientation and individual adjustment. Do you have the proper toolset to influence the bears when you lack the authority? After Michael’s presentation you will be able to: • Use your personal power to lead and influence without authority • Align your leadership with the team situation • Make individual adjustments to influence through difficult project and business situations
Recomendados
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Destacado
Destacado (20)
Similar a Influence without authority - ITMPI
Similar a Influence without authority - ITMPI (20)
Más de Michael Nir Business Agility Speaker and Coach
Más de Michael Nir Business Agility Speaker and Coach (17)
Último
Último (14)
Influence without authority - ITMPI
- 1. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 1 Influence and Leadership - Bear in Mind December, 2015, 11:00 AM EST
- 2. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 2 Michael Nir President Sapir Consulting US L.L.C. m.nir@sapir-cs.com Hosted by: Jessica Dahbour ITMPI Jessica_Dahbour@compaid.com
- 3. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 3 Sapir Consulting LLC • Sapir Consulting US L.L.C. is a Strategic, Organizational, Management consulting firm leading since 2004 consulting and training initiatives in strategy, operations, organization and technology. • Michael Nir - President of Sapir Consulting, is a management consultant, Agile coach, speaker and author. He has been helping organizations overcome business challenges and deliver value, for over 16 years.
- 4. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 4 CAI Achieves IT Operational Excellence www.compaid.com
- 5. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 5 PDU Credits Available for this Webinar • The PMI has approved this webinar with PDUs • You will be eligible to receive 1.0 PDU credits • Your PDU email will be sent to you • This webinar is mapped to the TALENT TRIANGLE
- 6. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 6 Online Webinar Recordings NOW AVAILABLE • Anytime Access • Hundreds of Topics Visit: www.ITMPI.org/library
- 7. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 7 Enjoy the benefits of ITMPI Membership JOIN TODAY! • UNLIMITED Free Webinar Recordings • UNLIMITED Free PDU Credits • Hundreds of Topics Visit: www.ITMPI.org/subscribe
- 8. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 8 Michael Nir • President @ Sapir Consulting US LLC • M.Sc. Engineering, PMP®, SAFe™ accredited • Author of 11 bestseller business books • Global clients - telecoms, hi-tech, software development, R&D environments and petrochemical & infrastructure • Integrating the hard and soft parts of Business, Development and more m.nir@sapir-cs.com
- 9. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 9 Are we effective Influencers?
- 10. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 10 Where do you need to influence when you lack authority? Discuss with the person next to you
- 11. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 11 Confusion and conflict is inherent, Influence without authority - necessity MATRIX: LIMITED RESOURCES AND KNOWLEDGE SHARING
- 12. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 12 That’s because the modern organization is sometimes like handling bears
- 13. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 13 During a face to face encounter the bear is always right SIMILAR TO OUR WORK PLACE
- 14. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 14 Confusing guidelines DENALI NATIONAL PARK – BEAR GUIDELINES
- 15. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 15 Matrix Life Saving Rules LET’S RE-WORD A BIT Bill or Lauren from Finance
- 16. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 16 Know Thy Bear
- 17. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 17 Know Thy Bear
- 18. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 18 The people we work with in the matrix decide whether to collaborate much like bears in the wild OMNIVORES BEARS IN THE MATRIX
- 19. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 19 10%
- 20. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 20 50%
- 21. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 22 3 Fundamentals : Stakeholder management, Leadership approach, Influence style INFLUENCE WITHOUT AUTHORITY MODEL
- 22. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 23 Essential elements for influence without authority Sitting on the fence Identifying the cake Focus in influence circle Influence strategy - liking STAKEHOLDER MANAGEMENT - KEY CONCEPTS
- 23. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 24 We tend to engage in conflict with the naysayers instead of investing in the allies STAKEHOLDER MODEL Trust Agreement AlliesAccomplices OpponentsAdversaries Fence-Sitters
- 24. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 25 Stakeholders view the same topic from various perspectives STAKEHOLDER PERSPECTIVE
- 25. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 26 Stakeholder A emphasize payment terms… STAKEHOLDER PERSPECTIVE
- 26. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 27 Stakeholder B emphasize quality...Focus – What is in it for me - WIIFM STAKEHOLDER PERSPECTIVE
- 27. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 28 What you can do with what you have, rather than what you can’t with not COVEY 7 HABITS I can’t do this because you didn’t give me that I can do this if you give me that
- 28. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 29 People by and large are social beings…not resources LIKING - INFLUENCE STRATEGIES Liking can be based on many things! • Shared interests • Shared ideas, ethics • Shared experiences • Active listening • Friendship and trust
- 29. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 30 Manage perceptions and create coalitions BEARS IN THE MATRIX
- 30. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 31 How to manage and lead Stakeholders SUMMARY OF CONCEPTS Identify the stakeholders Assess: Allies, Opponents, Fence sitters, Accomplices Construct method for leading the ‘on the fence’ Focus in influence circle Think – Liking
- 31. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 32 How to identify great influence and collaboration - example TEAM WORK
- 32. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 33 3 Fundamentals : Stakeholder management, Leadership approach, Influence style INFLUENCE WITHOUT AUTHORITY MODEL
- 33. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 34 Essential elements for influence without authority LEADERSHIP APPROACH - KEY CONCEPTS Qualities of a leader Situational leadership Listening and coaching
- 34. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 35 Concepts about what makes a leader have been changing LEADERSHIP THEORIES Great man & Trait Participative, transactional, transformational Situational & Contingency
- 35. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 36 3871 executives globally – six distinct leadership styles with defined impacts SITUATIONAL LEADERSHIP Affiliative – people come first Coacher – try this Coercive - do as I tell you Authoritative – come with me Pace setter – do as I do Democratic - What do you think?
- 36. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 37 Most can easily master 2 styles – grow your inventory D. GOLEMAN – LEADERSHIP THAT GETS RESULTS – QUANTIFIABLE Innovate To organization People set Per. feedback Mission values To purpose
- 37. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 38 Personal Styles 5-38
- 38. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 39 Expanding the repertoire is based on emotional intelligence QUESTIONS TO DEVELOP ACTIVE LISTENING (&COACHING) If I understand correctly…. So, what you are suggesting is… What would you like to see? What is your intake on… What do you think is possible? How do you recommend to proceed?
- 39. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 40 How to increase your leadership aptitude SUMMARY OF CONCEPTS Which is your preferred leadership style? Which style you can otherwise master? Increase your active listening expertise – be aware.
- 40. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 41 An example of passive listening WHO’S ON FIRST
- 41. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 42 3 Fundamentals Stakeholder management, Leadership approach, Influence style INFLUENCE WITHOUT AUTHORITY MODEL
- 42. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 43 Essential elements for influence without authority Communication styles Influence style INFLUENCE STYLE - KEY CONCEPTS
- 43. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 44 Same Same but different THINKING STYLE DIVERSITY Based on our own emotional and cognitive experience we tend to think that others have identical thinking patterns We could not be more wrong Our individual communication patterns are based on personal specific experiences, emotions, thoughts, preferences and more
- 44. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 45 Adapt your communication style to increase your influence without authority FOUR DOMINANT STYLES – PREDICTIVE MODEL Process – Facts, Data People – Needs, Values Action – Objective Idea – Concepts, Creativity Directive Responsive High Assertiveness, control, force High Sensitivity, feelings, relationship
- 45. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 46 People style – building understanding Energy – moving with, empathetic Actions – sharing, listening Outcome – understanding Key words – people, needs, sensitivity, relationships, beliefs, co-operation, team spirit Cultures – Asia, Japan, social professions, HR, health and education OVERVIEW Process – Facts, Data People – Needs, Values Action – Objective Idea – Concepts, Creativity Directive Responsive
- 46. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 47 Idea style – building cooperation Energy – moving together, inspiring Actions – connecting, envisioning Outcome – cooperation Key words – concepts, innovation, potential, creativity, possibilities Cultures – France, R&D, project leadership, younger generation (why are we doing it, asking questions as a norm) OVERVIEW Process – Facts, Data People – Needs, Values Action – Objective Idea – Concepts, Creativity Directive Responsive
- 47. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 48 Process style – building solution Energy – moving at, debating Actions – proposing, reasoning Outcome – solution Key words – facts, details, procedure, observation, proof, planning, analysis Cultures – central Europe, engineering, accounting, oil and chemicals, government, manufacturing, pharma OVERVIEW Process – Facts, Data People – Needs, Values Action – Objective Idea – Concepts, Creativity Directive Responsive
- 48. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 49 Action style – building deal Energy – moving against, bargaining Actions – demanding, exchanging Outcome – deal Key words – results, objectives, performance, deals, challenges, decisions Cultures – US, Australia, sales, retail, consumer goods, senior managers OVERVIEW Process – Facts, Data People – Needs, Values Action – Objective Idea – Concepts, Creativity Directive Responsive
- 49. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 50 Influencing the styles – the Z model Agree the facts – Process Work out what logic suggests – Process Discuss the different possibilities – Idea Check out potential people's reactions – People Recommend a course of action – Action
- 50. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 51 How to influence the styles SUMMARY OF CONCEPTS Identify your style Notice your word selection Analyze your stakeholders perceived preferences Use Z model for influencing diverse audiences
- 51. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 52 3 fundamentals : Stakeholder management, Leadership approach, Influence style INFLUENCE WITHOUT AUTHORITY MODEL
- 52. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 53 10%
- 53. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 54 50%
- 54. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 55 Next steps SUMMARY Analyze your preferences… Chose one/two concepts What would you do differently? Plan how to use it, ask for support Ask for coaching
- 55. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 56 This specimen is not to be confused, and found only in hierarchical environments
- 56. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 57 Thank you! I wish you success in influencing and leading the bears of your organization m.nir@sapir-cs.com
- 57. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 58 Thank You Increase your Return from Projects! Scaled Agile SAFe® training in Boston MA http://sapir-cs.com/michael-nir/
- 58. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 59 Questions?
- 59. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 60 CAI Sponsors Proudly Sponsors The IT Metrics & Productivity Institute • Accelerating IT Success: News & Education: www.aits.org • The Strategic CIO: www.thestrategiccio.com • Calendar of LIVE daily webinars: www.itmpi.org/webinars • HUGE repository of webinar recordings: www.itmpi.org/library • Enjoy the Benefits of ITMPI Membership at: www.itmpi.org/subscribe • Automatic Registration for Live Webinars • Unlimited Free PDU and Recording Access for ONE YEAR • Access to Over 1000+ PDUs for a Period of ONE YEAR • Stay tuned for our awesome new mobile app, the Great IT Pro!
- 60. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 61 Easily Maintain Your PMP with Unlimited Access To Over 1,000 PDU Approved Webinars For One Low Yearly Price! www.itmpi.org/subscribe
- 61. 12/10/2015 Webinar Sponsored by Computer Aid, Inc. Slide: 62 Hosted by: Jessica Dahbour ITMPI Jessica_Dahbour@compaid.com Michael Nir President Sapir Consulting US L.L.C. m.nir@sapir-cs.com
Notas del editor
- Brian Matthew Krzanich is the Chief Executive Officer of Intel. He was elected CEO on May 2, 2013, concluding a six month executive search after incumbent CEO Paul Otellini announced his resignation in November 2012.
- http://apps.fwp.mt.gov/commed/publictesting/fwptest
- Winning influence without authority requires maximizing the usage of personal power, since using position power is either not available or inappropriate. Those who do have position power will opt to use personal power, to avoid the negative interpretation of position power especially in the modern organizaiton where we rather have people do things that they want to rather then because they have to.
- 3 fundamentals for influence without authority
- עוד על כוח בשקופית הבאה – מהם מקורות כוח אפשריים
- 3 fundamentals for influence without authority
- 1. "Great Man" Theories: Have you ever heard someone described as "born to lead?" According to this point of view, great leaders are simply born with the necessary internal characteristics such as charisma, confidence, intelligence, and social skills that make them natural-born leaders. Great man theories assume that the capacity for leadership is inherent – that great leaders are born, not made. These theories often portray great leaders as heroic, mythic and destined to rise to leadership when needed. The term "Great Man" was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. 2. Trait Theories: Similar in some ways to Great Man theories, trait theories assume that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. For example, traits like extraversion, self-confidence, and courage are all traits that could potentially be linked to great leaders. If particular traits are key features of leadership, then how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership. There are plenty of people who possess the personality traits associated with leadership, yet many of these people never seek out positions of leadership. 3. Contingency Theories: Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation. 4. Situational Theories: Situational theories propose that leaders choose the best course of action based upon situational variables. Different styles of leadership may be more appropriate for certain types of decision-making. For example, in a situation where the leader is the most knowledgeable and experienced member of a group, an authoritarian style might be most appropriate. In other instances where group members are skilled experts, a democratic style would be more effective. 5. Behavioral Theories: Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Consider it the flip-side of the Great Man theories. Rooted in behaviorism, this leadership theory focuses on the actions of leaders not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation. 6. Participative Theories: Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. 7. Management Theories: Management theories, also known as transactional theories, focus on the role of supervision, organization and group performance. These theories base leadership on a system of rewards and punishments. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished. Learn more about theories of transactional leadership. 8. Relationship Theories: Relationship theories, also known as transformational theories, focus upon the connections formed between leaders and followers. Transformational leaders motivate and inspire people by helping group members see the importance and higher good of the task. These leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. Leaders with this style often have high ethical and moral standards.
- Coersive least effective effects flexibility reduces sense of responsibility erosion of pride (rewards system) undermines motivation diminished clarity and commitment “How does any of this matter?” (p. 82) Authoritative enthusiasm and vision hallmarks most effective re. climate maximises commitment defines standards through vision clear rewards freedom to be self-initated and flexible Affiliative “People come first” (p. 84) value individuals above tasks and goals builds emotional bonds marked effect on levels of communication flexibility increases through trust positive feedback offered “masters at building a sense of belonging” (p. 84) emotional honesty use in conjunction with authoritative style Democratic time spent on gathering team ideas and consequently effecting buy-in builds trust, respect and commitment flexibility and responsibility are built high morale realistic about accomplishments as a result generates new ideas for realisation of the vision Pacesetting use sparingly negatively impacts climate second-guessing of the leader’s intentions results lack of feel of trust - diminished flexibility and responsibility no feedback given commitment suffers Coaching “more like a counselor” (p. 86) team members lead to identifying their strengths and weaknesses and aspirations encourage long-term thinking agreements made about roles and responsibilities lots of instruction and feedback delegate research shows used least often “impact on climate and performance are markedly positive” (p. 87) constant dialogue required effects communication levels which effects all areas of climate delivers “bottom-line results” (p. 87)
- Flexibility – that is, how free employees feel to innovate unencumbered by red tape; their sense of responsibility to the organization; the level of standards that people set; the sense of accuracy about performance feedback and aptness of rewards ; the clarity people have about mission and values; finally, the level of commitment to a common purpose
- 5-38
- עוד על כוח בשקופית הבאה – מהם מקורות כוח אפשריים
- עוד על כוח בשקופית הבאה – מהם מקורות כוח אפשריים
- 3 fundamentals for influence without authority
- Pierre Case Insead 1994
- Lets assume you are in a meeting – you are PM action oriented, joining you are Quality Control, HR and Marketing – each representing a communication style – since we think we are rational – but we are basing our decisions on emotions, (reptilian and mammal brain) – the context to assess and analyze is already in place once the HR person sees the PPT – so you’ve lost him the minute you have the first bullet saying – Results, objectives etc. he is already agaisnt on a very primal level – even if he can’t put a name to the reason behind this!
- עוד על כוח בשקופית הבאה – מהם מקורות כוח אפשריים
- 3 fundamentals for influence without authority
- http://apps.fwp.mt.gov/commed/publictesting/fwptest