session 1.5 influence without authority · 2018-04-14 · session 1.5: influence without authority...

Leadership and Management Course Participant Handbook

Session 1.5: Influence Without Authority 125

Session 1.5 Influence Without Authority

Total Session Time: 1 hour, 15 minutes

Learning Objectives: By the end of this session, participants will be able to:

• Distinguish between personal and positional sources of power.

• Apply an influence model to increase personal potency in an organization.

Introduction

Slid

e 1

Slid

e 2



Influence vs. Authority

Slid

e 3

• One of the ways in which people

demonstrate leadership is by exercising

influence.

.

Slid

e 4



Slid

e 5

• This session is based on the work of

Allan Cohen and David Bradford. They

wrote a book called “Influence without

Authority” and developed a model for

how to effectively influence others.

• Here are some key points from their

work.

• Sometimes, we think “if only I had the

authority, if only I were the boss, if only

I were in charge, then I would have

influence.”

• The truth is, even when you are the

boss, it still does not mean you can

actually influence what will happen

next.

• Improving your ability to influence

others, regardless of your formal

authority, is a useful skill to develop.

• Being in a position of authority (such as

a manager or director) confers positional

power; however, you do not need

positional power or formal authority to

influence others.

• You can develop your own capacity and

skill at influencing others, and you can

use it whether or not you are in a

position of authority. You can influence

others without authority.

Source:

• Cohen, A.R. and Bradford, D.L. 2005.

“The Influence Model: Using

Reciprocity and Exchange to Get What

You Need.” in Journal of

Organizational Excellence. Vol 25, No

1. pp 57-80.



Slid

e 6

• Influence can happen directly or

indirectly.

• It can happen in many different settings,

both formal and informal.

• When you want to influence someone,

choosing the setting (phone call,

meeting, etc.) is one of the last steps in

the process.

• Remember, it is more important to

prepare well for influencing others, than

to choose the “perfect” setting for

influence to take place.

Source:






1. pp 57-80.

Slid

e 7

•



Art of Give and Take

Slid

e 8

• Cohen and Bradford talk about The Law

of Reciprocity

• This is the belief that people should be

paid back for what they do.

• Essentially, it means that one good turn

deserves another. (Or, one bad turn

deserves another – it can be positive or

negative.)

• In general, people tend to expect that

when they do things for others, those

people “owe” them something in return.

One act (positive or negative) is repaid

with an equally valuable act in return.

• Ideas of reciprocity are closely linked to

the concept of influence.

Source:

Cohen, A.R. and Bradford, D.L. 2005. “The

Influence Model: Using Reciprocity and

Exchange to Get What You Need.” in

Journal of Organizational Excellence. Vol

25, No 1. pp 57-80.



Slid

e 9

• To be able to influence someone, the

receiver must see a benefit of some kind.

• Basically, you are offering something

valued in return for what you want or

need.

• Give and take can be positive or

negative.

• In a positive exchange, the “trade” you

offer can be an offer to share

information, assist with a project, etc.

• For example, a negative exchange could

result be the loss of a benefit, or a lack

of cooperation, or a cost that results

from an undesirable response. This

negative exchange might start by

withholding something valued or

needed, or giving someone something

that they do not want.

• Normally we are using this approach of

positive exchange without even thinking

about it.

• For example, we try to make good

relationships with our colleagues,

managers, and stakeholders.

• Learning more about this process can

help us when we are dealing with people

who are more difficult to influence.

Source:

Cohen, A.R. and Bradford, D.L. 2005. “The

Influence Model: Using Reciprocity and

Exchange to Get What You Need.” in

Journal of Organizational Excellence. Vol

25, No 1. pp 57-80.



Currency and Using the Influence Model

Slid

e 1

0

• The term currency describes what is

traded under the Law of Reciprocity.



Slid

e 1

1

Source:

• Cohen, A.R. and Bradford, D.L. 2005. “The

Influence Model: Using Reciprocity and Exchange

to Get What You Need.” in Journal of

Organizational Excellence. Vol 25, No 1. pp 57-80.

Refer to Handout 1.5.1: Currencies

Frequently Valued in Organizations on

page 137.

• Influence becomes possible when you

have something that others want.

• The concept of “currencies” can help

you figure out what you might have to

offer that you could offer in exchange

for cooperation, or something that you

want or need.

• If you are not in a position of great

power, then you have to think creatively

to figure out what you can give that may

be useful or valuable to your colleagues.

• You need to be aware of the many

different things that people care about in

your workplace.

• Many of the most valuable currencies

are things that do not cost you anything

to give, like gratitude, recognition,

information sharing, etc.

• You may not be in a position where you

control some of the currencies that are

valued by the person you are trying to

influence; however, you can think

creatively to find some common ground.

• We have already mentioned that

exchanges can be positive or negative.

• Negative currencies are things that

people do not value, or wish to avoid.

• Use caution when employing a negative

currency. Although sometimes negative

currencies are necessary, they may spark

undesirable chain reactions and do

damage to relationships.

Slid

e 1

2

• The answers to these questions are

usually complicated – it is much easier

to complain about what is wrong than to

think of a realistic goal that would make

something better.

• To influence, you must have a goal in

mind.

Source:






1. pp 57-80.



Slid

e 1

3

• It is important to sort out our personal

desires and ambitions from goals that

benefit the organization.

• Personal career advancement is not a

goal that will help you influence others.

• Strategic thinking about goals and

priorities is useful for gaining clarity.

• Try to determine what the primary

objective is, and what is secondary.

• For example, promotion or

recognition may be your secondary

goal, but your primary goal should

be something that will benefit your

organization, stakeholders, or the

people you serve.

• Try to determine: What are short-

term objectives and long-term

goals?

• Try to separate critical needs from

preferences – what is critical to

achieving the goal?

Slid

e 1

4

Refer to Handout 1.5.2: Model of

Influence Without Authority on page 139.

Review each step in the model below using

the explanations for each point found in

Handout 1.5.2:

• Assume everyone is a potential ally

• Clarify goals and priorities

• Diagnose the world of the other

• Identify relevant currencies

• Deal well with relationships

• Influence via give and take

Source: Cohen, A.R. and Bradford, D.L. 2005.



Slid

e 1

5

• Often, we use the influence model

instinctively;

• However, it can be extremely beneficial

to take a systematic approach to

influencing others in particular

situations.

• For example, you might consider using

this under these situations listed on the

slide.

Slid

e 1

6

Refer to Worksheet 1.5.1: Influence

Worksheet on page 141.

This worksheet can be used to strategically

think through your goals and prepare you to

influence others.

If you do not finish this worksheet

during the training session, complete the

worksheet as homework.



Slid

e 1

7

• Influence is a skill that can be learned

and practiced strategically

• All influence operates based on

principles of exchange. It is the art of

give and take.

• Strategic influence requires advance

preparation

• It is important to consider potential costs

to you, as well as to the other party, for

cooperating with your idea or project

• You have a wide range of currencies at

your disposal

• Influence requires thoughtful

communication at every stage

• Influence happens over time – do not

think you have failed if you have not

convinced someone to cooperate with

you in one meeting or interaction!

• Influence will work best if you are

working toward a goal that will benefit

the organization

• Trust, reputation, and good

relationships are the foundation for

successful influence; good relationships

are the means for accomplishing your

goals.



Key Points

Slid

e 1

8



Handout 1.5.1: Currencies Frequently Valued in Organizations

In a variety of workplaces and professional settings, at least five types of currencies come

into play. Although this list is not comprehensive, it provides a view of possible currencies

that may be useful when thinking about the things people care about, and what you have to

offer.

Inspiration-Related Currencies

Reflect inspirational goals that provide meaning to the work that a person does.

Vision Being involved in a task that has larger significance for unit,

organization, customers/clients, or society

Excellence Having a chance to do important things really well

Moral/ethical Correctness Doing what is “right” by a higher standard than efficiency

Task-Related Currencies

Relate to a person’s ability to perform assigned tasks, or to the satisfaction that arises from

accomplishment.

New Resources Obtaining money, budget increases, personnel, space, equipment, etc.

Challenge/learning Getting to do tasks that increase skills and abilities; opportunities to

participate in “stretch assignments”

Assistance Receiving help with existing projects or unwanted tasks

Organizational Support Receiving overt or subtle backing or direct assistance with

implementation

Rapid Response Getting something more quickly

Information Obtaining access to organizational or technical knowledge

Position-Related Currencies

Enhance a person’s position in the organization, and indirectly aid the person’s ability to accomplish

tasks and advance their career.

Recognition Acknowledgment of effort, accomplishment, or abilities

Visibility The chance to be known by higher-ups or significant others in the

organization

Reputation Being seen as competent, committed

Insiderness/Importance A sense of centrality, of belonging

Contacts Opportunities for linking with others

Relationship-Related Currencies

Connected to strengthening the relationship with someone.

Acceptance/inclusion Feeling closeness and friendship

Understanding Having concerns and issues listened to

Personal support Receiving personal and emotional backing

Personal-Related Currencies

Valued because they enhance the individual’s sense of self.

Gratitude Appreciation or expression of indebtedness

Ownership/involvement Ownership of and influence over important tasks

Self-concept Affirmation of values, self-esteems, and identity

Comfort Avoidance of hassles

Continued on next page.



Common Negative Currencies

Negative currencies are things that people do not value, and often wish to avoid. Use these

with caution in your practice of influence. Although they are sometimes necessary, they may

result in additional negative chain reactions (such as retaliation) and/or damage to

relationships.

When using negative currencies, try to use positive framing. For example, a statement such as

“I know you wouldn’t want to be left out” is likely to be better received than a direct threat

(i.e., “If you do not cooperate, I will see to it that you are left out.”)

Withholding “Payments” of a valued currency

Not giving recognition

Not offering support

Not providing challenge

Threatening to quit the situation

Creating undesirable situations

Raising voice, yelling

Refusing to cooperate when asked

Escalating issue upwards to common boss

Going public with issue, making lack of cooperation visible

Attacking a person’s reputation, integrity

Source: Cohen, A.R. and Bradford, D.L. 2005. “The Influence Model: Using Reciprocity and

Exchange to Get What You Need.” in Journal of Organizational Excellence. Vol 25, No 1.

pp 57-80.



Handout 1.5.2: Model of Influence Without Authority

Assume everyone is a potential ally • Do not write someone off as your adversary or enemy prematurely.

• Start with a positive approach, assuming that everyone (including managers and directors and

other people in authority positions) has the potential to be your ally if you work at it.

• Where do your interests overlap? How can this relationship be mutually beneficial?

• If you think that it is worthless or hopeless to try to influence someone, then you are giving up!

Clarify goals and priorities

• Think strategically about what you want to influence.

• What will benefit your organization? Is this a critical need? What are the short- and long-term

steps?

Diagnose the world of the other

• What will it cost someone to cooperate with you? Do they risk losing anything (reputation, etc.)?

• How can you minimize these costs?

• What is important to them? What forces might shape their goals, concerns, and needs?

• Understanding the pressures that someone is under can help you avoid blaming, and start seeing

them as an ally.

Continued on next page.



Identify relevant currencies • Give thought to what resources you have that your ally desires.

• Remember that your ally will value more than one currency – be creative and think broadly!

• Also consider what resources your ally commands.

Deal well with relationships

• Good relationships are the foundation of all influence. They are the means by which we get

things done.

• What is the nature of your relationship with the person you are trying to influence? Is it positive,

negative, or neutral? Do you have a history of working with this person? Is there any damage

that you have to try to repair before moving ahead?

• How does this person want to be related to? Try to relate to them in the way that they prefer.

Influence via give and take

• Using all of the information you have gathered, you can determine your approach and begin

trying to make exchanges.

• Try to plan an approach that has the best chance of being judged on its merits, and remember that

both the task and the relationships are important.

Source:

• Cohen, A.R. and Bradford, D. L. 2005. “The Influence Model: Using Reciprocity and Exchange

to Get What You Need.” in Journal of Organizational Excellence. Vol 25,No 1. pp 57-80.

Available at

http://www.influencewithoutauthority.com/images/Influence%20article%20J%20Org%20

Excellence.pdf.



Worksheet 1.5.1: Influence Worksheet

Describe the basic issue in one phrase or sentence:

What is your vision/what do you want to have happen?

Why is this a good idea?

(top 3 reasons)

(1)

(2)

(3)

What are likely

arguments against your

position?

What are the potential

costs to the other party?

(real costs AND perceived

costs)

What are the potential

benefits to the other

party if this is successful?

What are important

interests, needs,

priorities, and fears to

consider?

What would success look

like? (Examples,

indicators)



Sources/Bibliography:

Refer to these materials for additional background reading, as needed.

• Cohen, A.R. and Bradford, D.L. Influence without Authority. Hoboken: John Wiley &

Sons, Inc. 2005.

• Cohen, A.R. and Bradford, D.L. 2005. “The Influence Model: Using Reciprocity and

Exchange to Get What You Need.” in Journal of Organizational Excellence. Vol 25, No

1. pp 57-80. Available at http://www.influencewithoutauthority.com/images/Influence%20article%20J%20Org%20Excellence.pdf.

session 1.5 influence without authority · 2018-04-14 · session 1.5: influence without authority...

Documents