Allied Healthcare Professions Service Improvement Projects Regional Event

1. Allied Healthcare Professions Service Improvement ProjectsRegional Event Impact and Influence Resource Pack

2. Aims of the session • understand who, when and how you need to influence • introduce tools and techniques for identifying your stakeholders and influencing your audience • introduce tools and techniques for negotiating

3. Influence and Impact • Influence – affect the mind or actions of another so as to cause changes in conduct. This can be imperceptibly or by indirect means • Impact – the (strong) effect of one thing, person, action etc., on another So the relationship between them is…..

4. Who are your audience ?

5. Stakeholder mapping Stakeholder mapping might help in understanding better some of the following issues: • whether the actual levels of interest and power of stakeholders properly reflect the corporate governance framework within which the organisation is operating, eg non executive directors, community groups • who is the key blockers and facilitators of a strategy are likely to be and how this could be responded to, eg in terms of education or persuasion • whether repositioningof certain stakeholders is desirable and/or feasible. This could be to lessen the influence of a key player or, in certain instances, to ensure that there are more key players who will champion the strategy (this is often critical in the public sector context) • maintaining the level of interest or power of some key stakeholders may be essential, eg public ‘endorsement’ by powerful suppliers or customers may be critical to the success of a strategy. Equally, it may be necessary to discourage some stakeholders from repositioning themselves. This is what is meant by stakeholders who have high power and low interest and to a lesser extent keep informed those who have high interest and low power

6. Observers Informing/ empowering Key players Involving Crowd Ignoring Bystanders Encouraging Stakeholder mapping High Level of interest Low High Power to Influence Adapted from Mendelow (1991)

7. Stakeholder analysis for Coalition building Attitude Win over/ coalition building Winning on board Leave alone Take out of play Distract or fragment against high low Influence Piercy (1989)

8. Stakeholder interests • What do we know about: • their goals? • past reactions? • expected behaviour? • impact on them? • likely reaction? • extent of buy-in?

9. Sources of power • formal hierarchy • personal influence • financial resources • specialist knowledge and skills • personal links

10. Power sources Social Powerusing your interpersonal skills - such as persuading, providing solutions, putting your case, negotiating – to influence people and events Reward Powerbeing able to give or withhold incentives. Rewards may be tangible (time off, preferred assignment etc) or intangible (praise, recognition etc). The base is usually compliance Coercive Powercontrol over sanctions, which can also be tangible (reprimand, undesirable assignment etc) or intangible (disapproval etc). The base is fear Positional Powerusually flows from a formal position and the distance between leader and led. The base is usually compliance Charisma Powerinfluence based on liking, friendship, personal loyalty, and develops slowly in one-to one relationships. The base is usually the leader creating power by encouraging participation Expert Powerinfluence based on the followers’ belief in the leader’s superior knowledge and expertise. The base is usually the leader being seen as a credible source of information and advice Connection Powerincludes references to senior or influential people, ie “ who you know”

11. Stakeholder groups • stakeholder groups are not usually ‘homogeneous’ but contain a variety of sub-groups with somewhat different expectations and power • most stakeholder groups consist of large numbers of individuals (such as customers or shareholders}, and hence can be thought of largely independently of the expectations of individuals within that group • the role and the individual currently undertaking that role need to be distinguished. It is useful to know if a new individual in that role would shift the positioning. Serious misjudgements can be made if proper care is not paid to this point

12. Power/interest matrix The power/interest matrix describes the political context within which an individual strategy would be pursued. It does this by classifying stakeholders in relation to the power they hold and the extent to which they are likely to show interest in supporting or opposing a particular strategy. The matrix indicates the type of relationship which organisations typically might establish with stakeholder groups in the different quadrants. Clearly, the acceptability of strategies to key players is of major importance. Often the most difficult issues relate to stakeholders who have high power and interest. Although these stakeholders might, in general, be relatively passive, a disastrous situation can arise when their level of interest is underrated and they suddenly reposition as key players and frustrate the adoption of a new strategy.

13. Target audiences for your project • Patients – satisfied patients, having received better care and motivated to improve self care • Managers – who will “authorise”, provide resource and support this project and others in the future • Colleagues – without whom the project and service improvements will not be delivered • Third Parties – whose cooperation is essential to the delivery of the project, service improvement

14. Impact on achieving our vision High High impact & Low influence Depends on other people – can we engage them? High impact & High influence Clear priorities for action Our ability to influence High Low Low impact & Low influence Why would we do this? High influence & Low impact Doing this because “we can”? Low Prioritising actions based on impact and influence

15. What is your style?

16. Your style – a loner?

17. Your style – a team player?

18. Recognising the challenge of which ‘hat’ you wear • Personal – individual appointment • Interest – a constituency representative • Corporate – team role

19. Tools and Techniques

20. The Starting Point Know your subject – Do your homework!

21. Influencing styles Intellect & logic Persuading Moving Away push Strong emotions Attracting Controlling Asserting pull Open & receptive Bridging SMS (1997)

22. Persuading logic/facts/debate Push Proposing - ideas, suggestions, recommendations, questions that present a position Reasoning - facts and reasons for one’s own position, counter arguments against other’s position: • simple and direct • one idea or suggestion at a time • label proposals “ I want to make a proposal”, “I suggest that we..” • provide structure “I will give three reasons why I recommend the option” • strongest reasons only • present both sides - end on your favoured view point • agreement on controversial issues is easier if tied to less controversial • place emphasis on similarities of position

23. Asserting demand/bargain/prescribe Push Stating expectations – demands, needs, requirements, standards Evaluating – positive or negative judgement based on personal or intuitive criteria Incentives and pressures – specifying consequences to get compliance • positive and negative evaluation • expectation, standard, requirement, need, demand, goal • incentive • pressure • don’t allow yourself to get sidetracked • direct and forceful • assertive and not aggressive

24. Bridging draw out/involve/understand/share Pull Involving and supporting – solicit different views, encourage, acknowledge other’s questions and concerns Listening – paraphrase or summarise, reflect back feelings, ask for clarification Disclosing – share propriety information, admit mistakes, let uncertainty show, ask for help • when attacked admit errors, use active listening • express empathy with the feelings behind words if unable to agree with their substance • demonstrate willingness to cooperate within your limits • actively look for alternate ways to satisfy their needs

25. Attracting inspire/synergise/align Pull Visioning – image of result, ideal outcome, articulation of exciting possibility Common ground – highlight areas of agreement, appeal to common values, goals and interests • find out values, hopes and aspirations of others • use your voice and non verbal body language to project enthusiasm • picture the ideal situation - translate images into word pictures • avoid being specific, concrete and detailed - acts and reasons could lead to Pushing behaviour • you have to be excited and committed – you can’t pretend

26. Moving away deflect/refocus/diffuse/withdraw Disengaging – postpone, refocus, stay cool, reduce tension Avoiding - withdrawing, backing down, dismissing differences, bureaucratic avoidance • postpone or reschedule • stay cool • refocus the interaction • diffuse with humour • reduce tension while continuing to pursue the objectives of the meeting

27. and the wider picture….

28. Developing the Heineken Effect Social marketing Social networking “Reaches the parts other beers cannot reach” CA5002-200

29. Reaching target groups Social marketing – the systematic application of marketing, alongside other concepts and techniques, to achieve specific behavioural goals, for a social good CA5002-200

30. Where did this come from??? Social networking is the practice of expanding the number of one’s business and/or social contacts by making connections through individuals, leveraged by the power of the Internet, promoted and exploited through web-based groups established for that purpose CA5002-200

31. Social Marketing …examples CA5002-200

32. Then so can Jamie… Independent, 31 August 2009

33. Lindsay Winterton Mobile 07801 376 011 e-mail: lindsay.winterton@frontlinemc.com