5 Things that make Influence without Authority Easier
5 Things that make Influence without Authority Easier
Do you find yourself having to get things done that you have no authority over? Does it drive you nuts?
When you understand more about power, it is easier to see how to get things done. Getting things done right the first time makes your life so much easier. Having run workshops for many years on power and influence I know that a change in your perspective and assessment, changes outcomes dramatically. It really is worth understanding more about the source of power and influence and reflecting on how you could help those around you and yourself to greater success.
What I explain here will mean more to you if you first think of a situation where you have to get things done but have limited authority to do so.
The definition of power I work with: power is the ability to get things done. Influence is the ability to influence others to get things done. It is easier to influence behaviour than attitudes and in turn attitudes than values.
1. Know your position and your strengths
Power is transactional in nature. Every transaction is different. In some things you are an expert, with experience behind you. In other transactions you have no track record and don’t know much about the situation and accordingly have less power. Every situation has to be assessed differently. By spending some time understanding your relative positions and power bases you are investing in better outcomes.
2. Where does your power come from?
Positional Power
Fundamentally your power comes from two areas, your position and your personal attributes. Your position is broken into these four areas
- Formal authority – your title, perks, position in hierarchy
- Relevance – to the organization or this task
- Visibility – do others know about your project – could peer pressure help?
- Autonomy- in decision making, writing a cheque
Personal Power
Your personal power relates more to your personal attributes.
- Track Record – your runs on the board. Do they know it? How can you let them know?
- Appeal – being ‘like’ the other, attractive to them, on the same team
- Effort – relevant to how effort is measured in this situation, long hours or ...
- Expertise – the less people can do what you can, the more power you have
There was a time when formal authority was all you needed. Those days are long gone. Now we have to understand more about who we are dealing with and what they value in order to influence them.
How do you measure up in this particular transaction in each of these four areas? What areas could you actively improve or use your power more consciously. Maybe if more people new about your project it could be to you or your teams advantage. Could you put out a newsletter or article to let others know? In what ways are you on the same team as the person you want to influence - highlight it to them. Everything from footy teams to hobbies or work experience could make a significant difference. If they do not know about your track record and extensive expertise they are much less like you to trust you. You must find a way to make sure they know.
3. Know how to use the Tools of Influence
We influence others in three ways; logos, pathos, ethos.
- Retribution – do it or else, short term power
- Reciprocity – you scratch my back and I’ll….
- Reason – principles, honour. Shared values create ownership and sustained commitment
The way we choose to influence depends on how important the relationship is and how much time we have. Retribution, is a common way to influence when time is short and relationship is not important. Just do it!
When relationship is more important because we have to keep working with this person or group then we are more likely to create a sense of ingratiation through exchange. Reciprocity is the most common in business. We trade resources. It helps to start looking objectively to what we, in order to see it as currency.
If we can tap into the other’s values, then we can create lasting ownership and commitment. It may take a bit more time to find out what they value, but will mean less on going work on your behalf.
4 Currency – is it working for you?
Humans are pack animals. We need each other. We need to be liked, included, encouraged and valued. What has value in this transaction? If you give it some thought what does this person you are interacting with need? How can you help them achieve that?
Surprisingly sometimes we have lots of things that the other person values. Ask yourself (write down) how you could help them in the following areas:
- Resources – space, staff, budget
- Assistance – unwanted tasks
- Cooperation
- Information
- Recognition
- Visibility - help them get noticed
- Importance /insiderness
- Inclusion
- Personal support
- Vision – share big picture
- Network/contacts
- Gratitude
- Ownership
- Challenge/learning
We have more power than we realise. Once you start looking at things more tactically you can help those around you in many ways.
5 Tactics – think about it
Humans act according to definable scenarios. If we sat down and talked through the possible outcomes of your transaction, we would predict much of what will happen. This scenario planning is worth investing in to get an objective perspective. Talk it through with a colleague or coach. Just like preparing for an interview - a professional can help you anticipate the questions and prepare your answers.
Imagine you are advising someone else. What would you discuss with them?
What are your strengths in this transaction? What are their strengths? Do they know what you’ve got? Could it help you? Often the people I work with have great strengths and stories to tell of their expertise, but we don’t want to ‘blow our own horn’. Well I have to ask you, would your rather fail than let someone know what you are good at?
If this is a transaction that matters to you, the more you know about the other party the better. As well as running and assessing business pitches, I have been paid to assess why someone lost. The answer invariably lies in the fact that one party new more about the client and targeted their offering appropriately.
Take a good look at what you have. Start to value it differently and see from other’s point of view. Everyone needs something. How can you help them achieve it? What have you got that is working? Your strengths can do much more for you than you realise.
Go for it.