Influencing without Authority

Adaptive Strategic Execution Programme

You will learn to:

  • Identify what it means to influence without authority and what you can do to be successful
  • Learn to read the larger context in which you wish to influence without authority
  • Employ principles and tools to build your influence within your organisation
  • Apply what you’ve learned to a series of specific situations where leading without authority is most required

Course Synopsis

 
Influencing Without Authority equips participants with the skills needed to build credibility and effectively influence stakeholders, even if they lack the formal authority to make demands on resources. This course helps attendees understand the attitudes and behaviours of leaders who know how to get work done through influence and persuasion whether managing up, down, across, or diagonally within organisations.
 
Influencing Without Authority begins by placing the concept of influence within the larger context of environmental, organisational, network, relational, and interpersonal factors. It breaks influence down into a series of learnable skills, moving beyond the notion that influence is simply the product of personal charisma or charm, and instead, gives participants tools needed to negotiate the political landscape of organisations. Participants also learn how to build the personal credibility that serves as the foundation of effective influence and how to apply a powerful methodology for resolving performance challenges in an environment where power cannot be exerted by one individual over another. They also learn how to build networks by overcoming internal barriers to creating new contacts. Finally, Influencing Without Authority provides the tools necessary to be more influential on both a personal and more strategic level.

Course Topics

 
Looking at the Context Model
  • Formal/Informal Authority
  • What is “Influencing without Authority?”
  • Informal Authority in the VUCA Environment
  • The Context Model
Reading the Context
  • Reading the Context: Business Dynamics and Environment
  • PESTEL Analysis: Political, Economic, Social, Technological, Environmental, Legal
  • How To Be Influential in the Organisation
  • Organisation Analysis: Four Frames
  • Reading the Context: Networks
  • Relationship Analysis: Social Exchange Theory
  • Reading the Context: Personal Behavior
  • Principles of Influence
  • Difference between Power and Influence
  • Overview of the Six Influence Principles
  • Principle 1: Liking
  • Principle 2: Social Proof
  • Principle 3: Consistency
  • Principle 4: Scarcity
  • Principle 5: Expertise
  • Principle 6: Reciprocity
Dealing with Organisational Politics
  • What Does the Term Organisational Politics Mean?
  • Why Concern Ourselves with Politics?
  • How Good a Politician Are You?
  • Methodology for Influencing Up
  • - Political Intuition
    - Political Insight
    - Advance Work
    - Positive Politics
Gaining Credibility
  • Two Elements of Credibility: Confidence and Competence
  • The Trust Equation
  • Tool: Credibility Grid:
  • Building Your Credibility: Focusing on behaviors
  • The 13 Behaviors: Trust-Based, Competence-Based, and Trust & Competence Behaviors
Solving Performance Problems
  • When Performance Problems Arise: Direct Reports, Supervisors, Stakeholders, External Parties
  • How Effective Influencers Work
  • A Model for Dealing with Performance Problems:
  • - Phase 1: Prepare
    - Phase 2: Engage
    - Phase 3: Evaluate
    - Phase 4: Resolve
    - When Best Efforts Fail
Maintaining Networks and Relationships
  • What Do We Mean by “Networking”?
  • Four Key Uses of Networking
  • Dispelling Network Myths
  • Five Rules of Networking
  • Three Types of Networks: Operational, Personal, Strategic
  • Steps to Building a Better Network
  • Tool for Building a Better Network
  • Tips for Networking Events
Persuading Others and Influencing Strategically
  • What Is/Is Not Persuasion?
  • Being Persuasive: Four Elements
  • - Element: Establish Credibility
    - Element: Frame for Common Ground
    - Element: Provide Evidence
    - Element: Connect Emotionally
  • What Does “Influencing Strategically” Mean?
  • Stereotypes about senior stakeholders
  • Four Steps of Strategic Persuasion
  • - Step 1: Survey Your Situation
    - Step 2: Confront the Five Barriers
    - Step 3: Make Your Pitch
    - Step 4: Secure Your Commitments
  • When Issues Arise

Course information


Professional Development Units (PDUs): 21.0


Technical Project Management (PDUs): 0

Leadership (PDUs): 21

Strategic & Business Management (PDUs): 0

Duration: 3 days

This course is available as an in-house corporate training. To find out more about corporate training for your organisation, contact us.