Influencing Skills for Leading

Without Authority

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5 Bases of Power

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 INNOVATION DIFFUSION CURVE

EARLY MAJORITY LATE MAJORITY

EARLY ADOPTERS LAGGARDS

INNOVATORS Adopt only tried and Believe that all
Though they are tested solutions and new changes are Are intrinsically
They are out of the great at spotting industry best fads and prefer not against change,
box thinkers; they new opportunities, practices. to change until and usually give
seek out new ideas they like to see an forced to. a strong reason for
and are willing to idea succeed preferring the
bet on something somewhere before status quo.
that no one else is. they adopt it.

Factote #1 Factote #2 Factote #3 Factote #4 Factote #5

When you have a new Show them a working They believe in proof. These are skeptics who To get these people on-
idea, begin by getting prototype if you want So, show them will get convinced only board, your only chance
an innovator on-board. them to adopt an idea. testimonials, white after a large majority is to use referent
They offer least Even better if you show papers or success of people have moved power. See if you can
resistance to change. them the prototype’s stories if you want them in a particular get an influential
success with to adopt your idea. direction. Wait it out innovator to change
innovators. till you have enough their mind.
people on board.

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 INFLUENCE
Robert B. Cialdini is best known for his 1984 book on persuasion and marketing titled Influence: The
Psychology of Persuasion. According to his book, the following aspects help in influencing others:

Reciprocity Consistency Social Proof Authority Liking Scarcity

1 2 3 4 5 6
We tend to We have an We find safety We feel obliged We are more When don’t like
return favors inherent need in numbers. If to follow people likely to be to lose out on
and expect to to be we see other who are in a influenced by an opportunity.
treat people as consistent. If we people doing position of people we like, If we are told
they treat us have committed something, we authority. It’s admire and that something
to something, would feel safer hard to say no trust. is scarce, we
we are likely to if we did it too. to someone will want it
follow through. senior to you. more.

https://www.influenceatwork.com/principles-of-persuasion/

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 AIDA MODEL
What it means
In the awareness phase, it is your responsibility to drive
information to your stakeholders. Build awareness in the minds
A of your stakeholders about the context of your initiative – the
situation, the problems you are trying to solve or the possible
benefits that can be derived, the overarching objectives that
makes it a win-win for all your stakeholders.

To generate interest among your stakeholders, you must

understand how they will be impacted by changes. Some of

I your stakeholders may feel threatened, and therefore resist

your efforts; others might see benefits and decide to support
you soon enough. In the interest phase, your stakeholders will
seek out additional information on their own.

Interest turns into desire when your stakeholders are convinced

about benefits far outweighing the risks or downsides.

D Stakeholders who desire change along with you will start

providing active support in driving your initiatives, including
making strong arguments on their own for the initiatives. In the
desire phase, your stakeholders have become your allies.

A Action or adoption – will happen when enough stakeholders

have come around to your way of thinking that the initiatives
can be implemented.

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 AIDA MODEL
Actions you should take

A AWARENESS → When your stakeholders are at Awareness

stage, use their question as an opportunity to explain your initiative
again – this is likely to influence people of low awareness who may
not have sought clarifications.”

INTEREST → The stakeholder at this stage is aware of what the new

idea entails. They are interested enough to ask about the possible
benefits and possible disruptions the initiative brings. With such
I stakeholders, the best approach is to make a strong case for how the
benefits far outweigh the disruptions. Tell them "What's in it for
them.'

DESIRE → At this stage the stakeholder has started to think about

risks during implementation, which means a state of desire that is

D held back from adoption by concerns of failure. They seek social

proof or validation of the benefits as well. Address concerns of such
stakeholders with workarounds or failsafe measures and back it up
with ample proof.

ACTION → A stakeholder has moved into the action stage, is

A evidenced by the question which is very specific. Such stakeholders
will expect equally specific, practical execution plans and guarantees
from you.