Welcome to Influencing Skills at GE

Our Learning Objectives
At the conclusion of this module, you will be able to: • Develop a self awareness regarding the impact of your own behavior on the influence process • Plan an appropriate influencing strategy • Identify how to use communication skills effectively in the influence process • Recognize the importance of encouraging differing points of view • Determine how to present a point of view in a way that enlists other’s support • Identify how to effectively resolve conflict when it arises

Influencing Competency Model

Influencing Competency Model Develops a self awareness regarding impact of own behavior on Influence process • Seeks feedback on impact of own behaviors Plans effective influencing strategies • Identifies the key people involved • Considers other person’s position/personal style/perspective in order to tailor approach • Anticipates responses and reactions • Develops alternative approaches and options • Builds alliances and enlists third party support to achieve the desired impact .

Influencing Competency Model Uses communication skills effectively in the influence process • Focuses when listening and eliminates distractions • Attends to verbal and non-verbal cues as well as the words that are spoken • Inquires to draw out other people’s ideas • Presents own position in a logical and compelling manner Encourages differing points of view • Recognizes the value of bringing together people with different points of view • Encourages the open airing of differing opinions • Elicits differing opinions in a manner that recognizes diversity • Responds appropriately to objections .

Influencing Competency Model Presents point of view in a way that enlists other’s support • Clarifies assumptions and starting points • Identifies the concerns and needs of others • Analyzes the pros and cons of each position • Demonstrates how a position benefits the other party • Focuses on common interests rather than individual differences • Adjusts/modifies own behavior to encourage more productive behavior from others • Compromises when situation warrants it .

Influencing Competency Model Effectively resolves conflict when it arises • Manages own emotions during conflict • Facilitates the management of others’ emotions during conflict • Recognizes and responds to conflict Effectively resolves conflict when it arises • Seeks constructive resolution of conflict when it arises • Uses negotiation skills to foster a win/win outcome or agreeable exchange .

Our Agenda • Program Introduction • Getting To Know You • On-line Refresher – Influencing Competency Model • Communication Process • Real Life Influencing Situation • Interaction Styles • Style Flexing • Peer Coaching • Session Close .

Let’s Get to Know Each Other • Who you are/what your role is/what business you are in • What strength do you bring to influencing – what can others leverage from you • What challenges do you face with influencing .

Influencing Competency Model Develops a self awareness regarding impact of own behavior on Influence process • Seeks feedback on impact of own behaviors Plans effective influencing strategies • Identifies the key people involved • Considers other person’s position/personal style/perspective in order to tailor approach • Anticipates responses and reactions • Develops alternative approaches and options • Builds alliances and enlists third party support to achieve the desired impact .

Influencing Competency Model Uses communication skills effectively in the influence process • Focuses when listening and eliminates distractions • Attends to verbal and non-verbal cues as well as the words that are spoken • Inquires to draw out other people’s ideas • Presents own position in a logical and compelling manner Encourages differing points of view • Recognizes the value of bringing together people with different points of view • Encourages the open airing of differing opinions • Elicits differing opinions in a manner that recognizes diversity • Responds appropriately to objections .

Influencing Competency Model Presents point of view in a way that enlists other’s support • Clarifies assumptions and starting points • Identifies the concerns and needs of others • Analyzes the pros and cons of each position • Demonstrates how a position benefits the other party • Focuses on common interests rather than individual differences • Adjusts/modifies own behavior to encourage more productive behavior from others • Compromises when situation warrants it .

Influencing Competency Model Effectively resolves conflict when it arises • Manages own emotions during conflict • Facilitates the management of others’ emotions during conflict • Recognizes and responds to conflict Effectively resolves conflict when it arises • Seeks constructive resolution of conflict when it arises • Uses negotiation skills to foster a win/win outcome or agreeable exchange .

Influencing Competency Model .

Influencing Competency Model Uses communication skills effectively in the influence process • Focuses when listening and eliminates distractions • Attends to verbal and non-verbal cues as well as the words that are spoken • Inquires to draw out other people’s ideas • Presents own position in a logical and compelling manner .

Communication Process • Ask – asking questions to obtain information or opinions • Listen to Reflect – listening to understand. tell or ask . paraphrasing the content and the intent • Tell – stating your thoughts or position TELL ASK LISTEN TO REFLECT • The Arrows – an opportunity for you to determine whether you need to listen to reflect.

Influencing Competency Model .

Influencing Competency Model .

Influencing Competency Model Plans appropriate influencing strategies • Identifies the key people involved • Considers other person’s position/personal style/perspective in order to tailor approach • Anticipates responses and reactions • Develops alternative approaches and options • Builds alliances and enlists third party support to achieve the desired impact .

Influencing Competency Model .

Influencing Competency Model Develops a self awareness regarding impact of own behavior on Influence Process • Seeks feedback on impact of own behaviors .

Interaction Styles: Patterns of Behaviors Quieter Slower paced Facially controlled Monotone voice Indirect eye contact Casual posture Leans back Louder Faster paced Facially animated Inflected voice Direct eye contact Rigid posture Leans forward .

Action/Emotion Matrix Emotion Orientation Action Orientation .

Action Orientation Dimension

Ask

Tell Right of the line

Left of the line

Recognizing Action Orientation
Ask Softer Slower Less Back Less Less Volume of speech Pacing of speech Expressing opinions Body posture Directive gestures Eye contact Tell Louder Faster More Forward More More

Action Orientation Dimension
People to the left of the line • Ask questions to clarify and gather info to make decisions • Can be slow to make decisions and judgments • Tend to speak more softly and slowly • May ask you about your opinion before giving their own opinion Ask People to the right of the line • Tell rather than ask • Are typically quick to decide and act • Can be louder, faster, and more declarative

Tell

Emotion Orientation Dimension Emotive Above the line Below the line Reserved .

Recognizing Emotion Orientation More Emotive More More People Varied More Feeling Facial expressions Use of hands and body Orientation Pace of delivery Inflection Description of things More Reserved Less Less Task Even Less Fact .

• Feelings are reflected through voice. words. and body language • Feelings such as anger. frustration. • Voices do not have highs less and lows • Gestures are not as dramatic as those of persons above the line . and happiness. are reflected on their faces Emotive Reserved People below the line • It is more difficult to “read” what they are feeling.Emotion Orientation Dimension People above the line • It can be easier to “read” what they are feeling. anxiety.

Interaction Styles Instrument .

What is Your Interaction Style? Relater Expresser Analyzer Director .

Interaction Styles: Relater Emotive RELATER RELATER Calm Approachable Supportive Loyal Empathic Sharing Focus on team Good listeners Ask Tell Reserved .

Interaction Styles: Expresser Emotive Creative Enthusiastic Humorous Playful Receptive to change Focused on vision not details EXPRESSER Ask Initiators Tell Reserved .

Interaction Styles: Analyzer Emotive Ask ANALYZER Reasonable Precise Thorough Rational Controlled Formal Task oriented Tell Reserved .

Interaction Styles: Director Emotive Ask Decisive Take charge Candid Efficient Results-oriented Pragmatic Tell DIRECTOR Reserved .

Interaction Styles Descriptions Emotive RELATER Calm Approachable Supportive Loyal Empathic Sharing Focus on team Good listeners Reasonable Precise Thorough Rational Controlled Formal Task oriented Creative Enthusiastic Humorous Playful Receptive to change Focus on vision not details Initiators Decisive Take charge Candid Efficient Results-oriented Pragmatic EXPRESSER Ask ANALYZER Tell DIRECTOR Reserved .

Influencing Competency Model .

Influencing Competency Model Encourages differing points of view • Recognizes the value of bringing together people with different points of view • Encourages the open airing of differing opinions • Elicits differing opinions in a manner that recognizes diversity • Responds appropriately to objections .

Influencing Competency Model .

Influencing Competency Model Presents point of view in a way that enlists other’s support • Clarifies assumptions and starting points • Identifies the concerns and needs of others • Analyzes the pros and cons of each position • Demonstrates how a position benefits the other party • Focuses on common interests rather than individual differences • Adjusts/modifies own behavior to encourage more productive behavior from others • Compromises when situation warrants it .

Influencing Competency Model Develops a self awareness regarding impact of own behavior on Influence process • Seeks feedback on impact of own behaviors .

Style Flexing • Using Interpersonal Acumen to temporarily adjust your behavior to manage tension • Encouraging others to behave more productively with you .

• Evaluate the flex. Evaluate the flex Do the flex Plan your flex STYLE FLEXING Recognize the Influencee’s style .Four Steps to Style Flexing • Recognize the other’s style. • Do the flex. • Plan your flex.

Elements of Endorsement • Image • Presentation • Competency • Feedback .

Influencing Competency Model .

Influencing Competency Model Effectively resolves conflict when it arises • Manages own emotions during conflict • Facilitates the management of others’ emotions during conflict • Recognizes and responds to conflict .

Managing Conflict LISTEN TO REFLECT TELL ASK .

Influencing Competency Model .

Influencing Competency Model .

Influencing Competency Model Plans appropriate influencing strategies • Identifies the key people involved • Considers other person’s position/personal style/perspective in order to tailor approach • Anticipates responses and reactions • Develops alternative approaches and options • Builds alliances and enlists third party support to achieve the desired impact .

Program Close Congratulations! You are on your way to becoming an Effective Influencer! .

14 ..Appendix Preferred Pace of Work……………………………………………………………………………………………………………………………………….6 Information Expected……………………………………………………………………………………………………………………………………………7 Ways to Enlist Help……………………………………………………………………………………………………………………………………………….9 Support Needed for Decision Making……………………………………………………………………………………………………………..3 Planning Preferences…………………………………………………………………………………………………………………………………………….11 How to Influence a Director………………………………………………………………………………………………………………………………12 How to Influence an Analyzer………………………………………………………………………………………………………………………….13 How to Influence a Relater……………………………………………………………………………………………………………………………….2 Perceived Excesses During Stress……………………………………………………………………………………………………………………...4 Effective Communication Strategies……………………………………………………………………………………………………………….1 Preferred Work Atmosphere……………………………………………………………………………………………………………………………….10 How to Influence an Expresser………………………………………………………………………………………………………………………....5 Ways of Compromising……………………………………………………………………………………………………………………………………….8 Key Questions Asked When Approaching a Project…………………………………………………………………………………….

Preferred Pace of Work Emotive RELATER Leisurely and deliberate Quick and varied EXPRESSER Ask ANALYZER Orderly and deliberate Quick and controlled Tell DIRECTOR Reserved 1 .

and task-oriented Tell DIRECTOR Task-oriented and controlling Reserved 2 .Preferred Work Atmosphere Emotive RELATER Cooperative and relationship-oriented Creative and enthusiastic EXPRESSER Ask ANALYZER Businesslike. cooperative.

Perceived Excesses During Stress Emotive RELATER Impractical Inconsistent Avoids confrontation Aimless Over-compromising Over-committed Gullible Perfectionist Sarcastic Opinionated Domineering Impatient Contentious Coercive Risk-taker EXPRESSER Ask Minimizes risk in relationships Nitpicker Data bound Rigid Unrelenting Plodding Elaborate Tell DIRECTOR ANALYZER Reserved 3 .

action steps Reserved 4 . informal. quick. long-range planning Data-based comprehensive review of alternatives Builds on what we have Tell DIRECTOR Plans on the go: short-range planning.Planning Preferences Emotive RELATER Pulls pieces into creative outcome Involves others in plans Goal-oriented approach Prefers group planning Delegates with high expectations EXPRESSER Ask ANALYZER In-depth. dynamic.

Effective Communication Strategies Emotive RELATER Socializes before pressing for decision Shows flexibility and willingness to compromise Displays a sense of humor Appeals to principles Asks for help Shows concern Acknowledges trust EXPRESSER Ask ANALYZER Uses logic and structure Presents ideas as low-risk ones Ties new to old Tell DIRECTOR Indicates challenges involved Demonstrates competence Spars on equal basis Reserved 5 .

Ways of Compromising Emotive RELATER Seeking integrated win-win results Getting others to initiate and then acting Keeping the action going Responding to new ideas Seeking win-win results Changing the mind quickly EXPRESSER Ask ANALYZER Responding to logic Offering thorough exploration Taking action little by little Hard bargaining Bartering Tell DIRECTOR Responding to appeals of urgency and opportunity Reserved 6 .

thorough Evidence of your expertise The bottom line Related results Evidence of your competence Tell DIRECTOR Reserved 7 .Information Expected Emotive RELATER Some detail Impact on relationship Evidence of trust “The big picture” Evidence of benefit EXPRESSER Ask ANALYZER Complete.

Ways to Enlist Help Emotive RELATER Listens with empathy Helps person come up with own answers Asks ”What do you want?” Offers assistance Encourages Is available: “I am here if you need me.” EXPRESSER Ask ANALYZER Offers informative and practical advice Provides structure Presents pros and cons Offers advice Gives prescriptions Tell DIRECTOR Reserved Encourages utilization and action 8 .

Key Questions Asked When Approaching a Project Emotive RELATER What do others say about it? How can I get others to like it? Will it bring us more together? EXPRESSER Does it have an important purpose? Is it the best solution for everyone? Is it fair and just? Ask ANALYZER Has it been done before? What alternatives are available? How does it work? What is the bottom line? Tell DIRECTOR What are the opportunities? Reserved How does it advance my position? 9 .

Support Needed for Decision Making Emotive RELATER Offer opinions and assurances EXPRESSER Provide testimony and incentive for taking risks Ask ANALYZER Minimize risk Share responsibility Discuss the downside Tell DIRECTOR Provide options and probabilities Reserved 10 .

How to Influence an Expresser How to Build Rapport How to Use Your Time How to Influence Decisions • Lighten up and be open • Contribute without competing • Support dreams and intuitions 1. Get to the point 5. Allow room for intuition Relate stories Provide testimonial Offer special. Use motivational stories 4. and extra incentives 5. 4. Keep them on track • Discover the opinions/intuitions • Create a vision • Provide testimony/incentives 1. Use word “pictures” and analogies 3. 2. Take early initiative to show personal interest in the “person” 2. Focus on their interests 2. Handle details • Be casual about time • Move quickly • Take time to be stimulating 1. 3. “Contribute” to the conversation 5. they dispose 11 . Reinforce the Expresser’s opinions 3. immediate. You propose. Spend time exploring mutually stimulating ideas 4.

Make your point in simple. Support the position. Be specific.How to Influence a Director How to Build Rapport How to Use Your Time How to Influence Decisions • Be businesslike and taskoriented • Contribute without competing • Support conclusions and • Be conscious about time • Move quickly • Take time to be efficient actions 1. Have your own opinion/recommendations/ reasons 5. Demonstrate efficiency 2. Stick with “what” and “how” questions 3. Stay on target 4. they dispose • Provide options/possibilities 1. probabilities 3. options. Support the results the Director wants 4. data. Provide facts. direct manner 3. Suggest actions. Provide alternatives 2. Offer ideas without polarizing issues 6. Do not waste time 5. be brief • Develop the data • You propose. not the person 12 . Do not discuss philosophies 1. Be results-oriented 2. and risk analysis 5. Allow them to make decisions 4.

4. 3. • Emphasize the data • Demonstrate the acceptable risk 1. Use data. be organized. tangible. for example. Do what you say you will 7. Praise strategy. Produce solid. and prepared 5. Reinforce that the decision is right 4. Indicate what you can and will support 6. Earn credibility. Reassure (with facts) that decision is correct 5. • Be conscious about time • Demonstrate a slower pace • Take time to be accurate 1. Ask questions about specifics 2. and practical results 3. Offer assurances that decision will be valid in the future 4.How to Influence an Analyzer How to Build Rapport How to Use Your Time How to Influence Decisions • Be business-like and taskoriented • Make it easy to cooperate • Support principles and thinking. not words 13 . Stick with specifics 3. 5. on time. 2. not person Prepare prior to meeting Be on time Take time to be persistent Maintain a slow pace Do not rush to close • Provide evidence with service 1. Provide evidence to support facts 2.

4. Indicate everything you can support on their personal feelings and values 7. Offer personal guarantees that minimize risks 4. they dispose • Provide guarantees/ assurances 1. 3. be open • Make it easy to cooperate • Support feelings and relationships 1. Offer personal opinions 2. Be cooperative 3. Explore dissatisfactions 5. Avoid conflict 6. Provide personal reassurance that you will stand behind decision 14 . Take time to develop relationship 3. Ask questions about opinions and ideas 2. • Discover the opinions/intuitions Initiate contact Move slowly Cover details as appropriate Be personal and informal • You propose. 2. Avoid logical debates • Be casual about time • Demonstrate a slower pace • Take time to be agreeable 1. Communicate patiently 4.How to Influence a Relater How to Build Rapport How to Use Your Time How to Influence Decisions • Lighten up.

Master your semester with Scribd & The New York Times

Special offer for students: Only $4.99/month.

Master your semester with Scribd & The New York Times

Cancel anytime.