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Overcoming Barriers to Innovation Through Influence and Impact

Overcoming Barriers to Innovation Through Influence and Impact. Presented by Linda Naiman For STEP, June 28, 2006. www.creativityatwork.com. Definitions Key characteristics of influencing Strategies for overcoming barriers to innovation through influence and impact

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Overcoming Barriers to Innovation Through Influence and Impact

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  1. Overcoming Barriers to InnovationThrough Influence and Impact Presented by Linda Naiman For STEP, June 28, 2006 www.creativityatwork.com

  2. Definitions Key characteristics of influencing Strategies for overcoming barriers to innovation through influence and impact Building and leveraging your personal brand Learning Objectives

  3. The true measure of leadership is influence — nothing more. Nothing less. —John Maxwell

  4. Power & Influence Defined Power is the potential ability to: • Influence behaviour • Change the course of events • Overcome resistance

  5. 4 Types of Influencing Power • Positional • Personal • Expertise • Connections/Centrality

  6. Leadership is the activity of influencing people to cooperate towards some goal which they come to find desirable and which motivates them over the long haul. — Ordway Tead,author of The Art of Influence (1935)

  7. Social Networks • Social Network Analysis reveals the hidden connections between people. • Who are the influencers? • Where is collaboration is breaking down? • Where are decisions are getting bogged down?

  8. Cardinal Richelieu1585-1642 • Brought France to position of unrivalled political dominance and cultural pre-eminence until Revolution of 1789 • Orchestrated patronage of artists, architects and intellectuals • Achieved national unity through glory of France, the glory of God, the virtue of loyal service to the crown and against heresy and discord. • Prime Minister to Louis XIII

  9. Columbia Space Shuttle • “Knows how to influence up in a constructive way” — scored last place on managerial effectiveness in all items when people evaluated their managers in NASA – immediately before the Columbia space shuttle exploded. (Warner Burke cited by Goldsmith) • While lack of effective upward influence was not the only cause of the explosion, it was a clear contributing factor.

  10. IBM’s Grassroots Innovation John Patrick: "Gopher epiphany." 1993 "Get Connected” manifesto IBM created Internet division 1995 (www.fastcompany.com/magazine/11/ibm.html)

  11. What are the characteristics of influencers?

  12. Characteristics of Influencers • Vision of Future— focus on greater good • Potent point of view • Clarity of Purpose • Integrity • Track Record • Relational Currency — friends/mentors/allies • Access and control of agendas • Centrality + Collaboration • Visible measurements • Accountability

  13. 1. Reason 2. Friendliness/Liking 3. Coalition/Allies 4. Bargaining 5. Assertiveness 6. Higher Authority 7. Sanctions 8. Bridging 9. Reciprocity 10. Scarcity 11. Consensus 12. Consistency/Commitment Influencing Strategies

  14. Reason    A. If logic is irrefutable then your case will also be irrefutable. D. If info or logic is suspect strategy is weakened.  Friendliness Others enjoy supporting you D. Overuse may lead people to suspect your motives and competence. Coalition   A. May seem overwhelming to others. D. May be interpreted as conspiracy. Influencing Techniques A=Advantage D=Disadvantage

  15. Influencing Techniques Assertiveness   A. Very effective when immediate action is essential. D. May create resentment with overuse. Higher Authority  A. Effective when dealing with those who are reluctant to change. D. May undermine relationships or be interpreted as a threat.  The Higher Authority may view it as weakness. Bargaining  A. May provide a quick result when you have something valuable/desirable to negotiate.    D. Creates obligations for the influencer.

  16. When Managers Influenced Superiors Reason Coalition Friendliness Bargaining Assertiveness Higher Authority When Managers Influenced Subordinates Reason Assertiveness Friendliness Evaluation Bargaining High Authority Sanction Most-to-Least Popular Strategies Source: David Kipnis et al., “Patterns of Managerial Influence: Shotgun Managers, Tacticians, and Bystanders,” Organizational Dynamics 12, no. 3 (New York: American Management Association, 1984), 62.

  17. Increase your visibility Model mastery Focus on future Lateral Power: Shift emphasis from transactional to relational Get input from stakeholders Build networks Language—appeal to heart as well as the mind Ask compelling questions. Question assumptions. Shift from being problem-spotter to problem-solver Essence vs form Sell Solutions Expand your Spheres of Influence

  18. State the problem/challenge and its impact Provide 3 alternative solutions with advantages and disadvantages of each Present your recommendation and rationale Get feedback and/or agreement for action (Source Ken Blanchard) Selling Solutions

  19. What is a brand? Tom Peters calls it “influence power… It's being known for making the most significant contribution in your particular area. It's ‘reputational’ power.” Your brand is your promise. Tom Chappellf (Tom's of Maine): "You have to define yourself based on a point of view you care deeply about." Brand Power

  20. What are you known for? How are you increasing your knowledge-base? What does your visibility program consist of? How can you build your network? When you look at your brand's assets, what can you add to boost your reputation and influence? Leveraging your brand Take Tom Peters’ brand equity test: www.creativityatwork.com/Newsletters/Jan03Brand-equity.html

  21. “If you want to build a boat, do not instruct the men to saw wood, stitch the sails, prepare the tools and organize the work, but make them long for setting sail and travel to distant lands.”Antoine De Saint-Exupéry Source: cc Gesal

  22. Leadership and Power Base Development: Using Power Effectively to Manage Diversity and Job-Related Interdependence in Complex Organizations (Michelson) www.au.af.mil/au/awc/awcgate/au-24/michelson.pdf Effectively Influencing Up: Ensuring That Your Knowledge Makes a Difference (Goldsmith) www.marshallgoldsmithlibrary.com/cim/articles_alpha.php Power and Influence Beyond Formal Authority (Kotter) Orchestrating Collaboration at Work(VanGundy and Naiman) Social networking www.research.ibm.com/thinkresearch/pages/2005/20050706_think.shtml www. Orgnet.com Resources

  23. Creativity at Work Corporate Alchemy Turning leaden thinking into gold through consulting, coaching and training. LN@creativityatwork.com www.creativityatwork.com Tel: 604.327.1565

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