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 others 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 persons 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 peoples 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 others 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

Lets 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 persons 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 peoples 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 others 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 peoples 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, 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, tell or ask

Influencing Competency Model

Influencing Competency Model

Influencing Competency Model

Plans appropriate influencing strategies Identifies the key people involved Considers other persons 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

Emotion Orientation Dimension

People above the line
It can be easier to read what they are feeling. Feelings are reflected through voice, words, and body language Feelings such as anger, frustration, anxiety, and happiness, are reflected on their faces

Emotive Reserved
People below the line
It is more difficult to read what they are feeling. Voices do not have highs less and lows Gestures are not as dramatic as those of persons above the line

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 others 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

Four Steps to Style Flexing

Recognize the others style. Plan your flex. Do the flex. Evaluate the flex.
Evaluate the flex Do the flex Plan your flex

STYLE FLEXING

Recognize the Influencees style

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 persons 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!

Appendix
Preferred Pace of Work..1 Preferred Work Atmosphere.2 Perceived Excesses During Stress..3 Planning Preferences.4 Effective Communication Strategies..5 Ways of Compromising..6 Information Expected7 Ways to Enlist Help..8 Key Questions Asked When Approaching a Project.9 Support Needed for Decision Making.10 How to Influence an Expresser..11 How to Influence a Director12 How to Influence an Analyzer.13 How to Influence a Relater..14

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

Preferred Work Atmosphere

Emotive RELATER
Cooperative and relationship-oriented Creative and enthusiastic

EXPRESSER

Ask ANALYZER
Businesslike, cooperative, and task-oriented

Tell DIRECTOR
Task-oriented and controlling

Reserved
2

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

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, long-range planning Data-based comprehensive review of alternatives Builds on what we have

Tell DIRECTOR
Plans on the go: short-range planning, dynamic, quick, informal, action steps

Reserved

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

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

Information Expected
Emotive RELATER
Some detail Impact on relationship Evidence of trust The big picture Evidence of benefit

EXPRESSER

Ask ANALYZER
Complete, thorough Evidence of your expertise The bottom line Related results Evidence of your competence

Tell DIRECTOR

Reserved
7

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

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. Take early initiative to show personal interest in the person 2. Reinforce the Expressers opinions 3. Spend time exploring mutually stimulating ideas 4. Contribute to the conversation 5. Handle details

Be casual about time Move quickly Take time to be stimulating

1. Focus on their interests 2. Use word pictures and analogies 3. Use motivational stories 4. Get to the point 5. Keep them on track

Discover the

opinions/intuitions

Create a vision Provide testimony/incentives

1. 2. 3. 4.

Allow room for intuition Relate stories Provide testimonial Offer special, immediate, and extra incentives 5. You propose, they dispose

11

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. Be results-oriented 2. Stick with what and how questions 3. Support the results the Director wants 4. Suggest actions, options, and risk analysis 5. Offer ideas without polarizing issues 6. Do not discuss philosophies

1. Demonstrate efficiency 2. Make your point in simple, direct manner 3. Stay on target 4. Do not waste time 5. Be specific, be brief

Develop the data You propose, they dispose Provide options/possibilities

1. Provide alternatives 2. Provide facts, data, probabilities 3. Allow them to make decisions 4. Have your own opinion/recommendations/ reasons 5. Support the position, not the person

12

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.

Be conscious about time Demonstrate a slower pace Take time to be accurate

1. 2. 3. 4. 5.

Emphasize the data Demonstrate the acceptable

risk

1. Ask questions about specifics 2. Stick with specifics 3. Reinforce that the decision is right 4. Earn credibility, for example, be organized, on time, and prepared 5. Indicate what you can and will support 6. Do what you say you will 7. Praise strategy, 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. Produce solid, tangible, and practical results 3. Offer assurances that decision will be valid in the future 4. Reassure (with facts) that decision is correct 5. Use data, not words

13

How to Influence a Relater

How to Build Rapport How to Use Your Time How to Influence Decisions

Lighten up, be open Make it easy to cooperate Support feelings and

relationships 1. Ask questions about opinions and ideas 2. Be cooperative 3. Communicate patiently 4. Explore dissatisfactions 5. Avoid conflict 6. Indicate everything you can support on their personal feelings and values 7. Avoid logical debates

Be casual about time Demonstrate a slower pace Take time to be agreeable

1. 2. 3. 4.

Discover the

opinions/intuitions

Initiate contact Move slowly Cover details as appropriate Be personal and informal

You propose, they dispose Provide guarantees/

assurances 1. Offer personal opinions 2. Take time to develop relationship 3. Offer personal guarantees that minimize risks 4. Provide personal reassurance that you will stand behind decision

14