LEADERSHIP.
4 Factors That Enhance Leaders’ Ability to
Influence
‘August 20, 2018 + Ben Weber » 4 min read
Aleader’s success is often determined by his or her ability to influence others to
achieve specific goals and objectives. This is likely not a surprise, but take a
minute to reflect on how much time you actually spend helping leaders develop
their ability to influence others. If your answer is, “Probably not enough,” then
you are like most organizations. In today’s competitive landscape, most leaders
would benefit from spending more time learning how to enhance their ability to
influence.A leader's ability to effectively influence will likely determine the level of effort that
followers will contribute. Team members respond to leader direction with different
levels of effort: the minimum required effort to achieve the minimum required
results; the minimum required effort, plus additional voluntary contributions to
enhance results; and effort below the minimum requirement, regardless of
potential negative consequences. In certain circumstances, high achievers may
demonstrate the ability to produce strong results regardless of their leader
relationship, but over time, the work often becomes painful, and the risk of
burnout increases. While additional variables and circumstances may also
contribute to results, the leader’s ability to influence is a primary driver for team
member effort.
The leader's ability to influence is a primary driver for team
member effort.
vy
Here are four factors that contribute to a leader's ability to influence others.
1. Communication Style
Does the leader communicate direction in an understandable and kind manner,
or are his or her messages vague, incomplete or conveyed with the feathery
touch of a sledgehammer? Fuzzy direction leads to frustration, inefficiencies and
off-target results, and while abrupt and harsh communications may be effectivein the short term, they are damaging to long-term relationships. In most cases,
leader influence correlates with the strength of the relationships between the
leader and the team members.
Leaders must leam that their communication style will improve or degrade
relationships. Oral and written messages must be clear and specific. Employees
generally want to do good work and align their priorities with what they perceive
the leader wants. The more effectively a leader communicates his or her
priorities, the more effort team members will contribute to accomplish them.
Effective leaders provide clear and frequent communication regarding business
priorities and convey information respectfully.
2. Consistency
This factor can be a make-or-break trait. Is the leader consistent with their
direction, how they treat people, their expectations and their approach to holding
people accountable? Do they say what they mean and mean what they say? Do
their actions match their words?
Team members closely monitor leader behavior and direction for consistency.
Leader consistency enhances influence, because team members know what to
expect and how to respond, and they understand the leader's perspective.
Alternatively, volatile behavior, inappropriate communications or lack of follow-
through on assignments quickly inhibits a leader's ability to influence. For
example, if a leader meets with her team and tells them that finishing reports on
time is important, and they see her turn in reports late, how seriously are they
going to take her request? Let's say another leader tells his staff that he has an“open-door” policy, but when they come to his office, he is short-fused and tells
them they should not interrupt him. How likely are employees to come back and
ask for assistance when they need it?
Influential leaders consciously work to remain consistent with their direction,
behavior and communications. Encourage leaders to take a minute to reflect on
their work over the past two weeks and determine whether there were
opportunities to increase their consistency. It is also helpful for them to ask
others for feedback,
Influential leaders consciously work to remain consistent with
their direction, behavior and communications.
v
3. Compassion
Does the leader care about their team members as people, and do they convey
their appreciation and interest in their success? Team members work harder and
demonstrate a higher level of commitment to their leader when they feel that he
or she cares about them and is interested in their success. Showing that they
care about someone as a person and demonstrating that they are invested in
their success strengthens the relationship and increases influence and
commitment.Encourage leaders to take time to mentor team members and provide both
constructive feedback and accolades. Feedback is most effective when it is
recent and frequent. Additionally, leaders should ask staff members what their
personal goals are and then help them create a plan to achieve them. If
someone is facing adversity, their leader should keep an open mind, listen and
try to support them without criticism. It is possible to be compassionate and still
hold individuals accountable.
4. Connection to Purpose
Does the leader connect organizational goals, daily tasks and special projects to
an overall mission or purpose? Purpose fuels intrinsic motivation. Leading
people is not necessarily about motivating individuals but helping them connect
their work to a purpose that serves a greater good. When leaders help people
connect those dots, their influence will increase.
Purpose fuels intrinsic motivation.
vy
Leaders can strengthen these connections to purpose by creating open
discussions about how the work of the team or company contributes to a greater
purpose. When possible, they should use customer testimonies, pictures and
statistics to supplement the discussion. Even the most mundane or transactional
jobs usually contribute to a greater good. Successful leaders help others
understand why their roles are important.People don't have to be good at influencing others to be a leader, but it will
certainly make a difference. A leader who is not able to effectively influence is
like a car with a flat tire: The vehicle may still be able to move, but it won't be as
effective as a vehicle with four tires filled with air. As you work to develop leaders
or yourself, spend time focusing on these four factors of influence to strengthen
relationships and achieve extraordinary results.
A leader who is not able to effectively influence is like a car with
a flat tire.
v
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Ben Weber
Ben Weber is the director of human resources and training at VRM Mortgage
Services.
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