Who Am I?

1. What Skills Do I Need? Where Am I Headed? Who Am I?

2. Power Section 1: Power and Influence Upon completion of this module you will Understand French & Raven’s Five Bases of Power Know the difference between having power and being powerful Diagnose your own sources of power Increase your ability to influence others Understand the aspects of being influential

3. What is Power? Legitimate Coercive Reward Referent Expert

4. Positional Power Legitimate Power: Position within hierarchy of organization

5. Positional Power Coercive Power: Based on Fear

6. Positional Power Reward Power: Based on ability to distribute rewards viewed as valuable

7. Personal Power Expert Power: Based on special skills or knowledge

8. Personal Power Referent Power: Based on desirable characteristics or likeability

9. Which is more valuable? Personal Power • Knowledge • Expertise • Demonstrated effort • Collaborative behavior • Earn respect Positional Power Visibility Access to information Control Hierarchical Demand respect

10. Feeling Empowered to Lead Webster’s: To invest with official authority Organizational: The power to implement Psychological: Increasing one’s spiritual, political, social, or economic strength through developing confidence in our own capabilities. Being in control of our own success

11. Myths • Everybody’s doing it • It’s easy • Every manager wants empowered employees • Every employee wants to be empowered • Poof! You’re empowered!

12. Four Levels SELF-DETERMINATION: Autonomy and choice in work methods, pace and effort IMPACT: Influence over organizational outcomes MEANING: Fit between work requirements and personal values, beliefs COMPETENCE: Belief in one’s own skills and capabilities

13. Outcomes of Four Levels SELF-DETERMINATION: Learning and resilience IMPACT: High-performance and determination MEANING: Commitment and energy COMPETENCE: Effort and persistence

14. Influencing Others “Influence may be the highest level of human skills. - Unknown “You cannot antagonize and influence at the same time.” - J.S. Knox

15. POP QUIZ

17. Influencing others

18. Influencing Others I establish rapport with people before trying to persuade them to do something. I explore other people’s viewpoints before trying to convince them of my own. I give compelling reasons for adopting my viewpoint. I’m not afraid of rejection. I bolster my argument with good examples.

19. Influencing Others I present my ideas in an upbeat, positive way. I am sincere rather than manipulative. I am persistent without being a nag. I give people time to mull over what I’ve presented. I choose more collaborative words to give advice other than “You should….”

20. Interpreting Your Score Adapted from Mel Silberman, ASTD 30-40:You see yourself as having strong, effective influence skills and you use them consistently. 20-30:You are able to make some effort to influence others, but you could increase your comfort level. 10-20:Influencing is not your strong suit, but you would be well served by making a concerted effort to enhance your skills.

21. Influencing Others The ability to guide others to our point of view, to do something, or change something. Definition • Holding sway • Communicating with authority • Winning others over • Not relegated to positional power • Everyone needs to call upon this skill • A core skill set for career advancement

22. Two Aspects Pull Seeking Testing Building bridges Push Proposing Blocking Dominating

23. Influencing OthersPush Involves logic, retribution, or incentives. Assert rationale for change. Push style better for getting compliance. Can achieve quick results.

24. Influencing OthersPull Involves motivating others, personal disclosure, and clarifying possibilities. Can’t fake it. Viewed as manipulative/dishonest. Best style for gaining commitment, but takes more time.

25. Example # 1Goal: Promotion Senior Manager with line of sight on Director Boss says not ready – not a “thought leader” Natural Pull style; very little Push What would you do in her position?

26. Example #2Establishing norms for new team Newly assigned to rotational position Being coached for aggressiveness, low EQ Highly intelligent and always accomplishes tasks What would you do in her position? How would you advise her?

27. SID – Insert Quiz Maker after Examples 1 &2 – I’ll create answers later

28. Best Style Ideal Balance Push Pull Need both Usually task specific

29. What is your default style? What are the pros and cons to this style?

30. Chance to write about their style here?

31. Third Option – but not for leaders Disengage Some people have the option of just walking away. But leaders need to seek and find resolution in order to maintain commitment of others.

32. Increasing Skill Level Assess Explore Offer Feedback Lather Rinse Repeat Specify Observe Practice Reflect

33. Continuous Improvement

34. Influence at a Deeper Level Discovery Learning Model (www.discoverylearning.com): Rationalizing: You put forward your ideas in a logical, rational manner Asserting: You insist that your ideas are considered and you challenge others Negotiating: You look for compromises and make concessions for greater good Inspiring: You encourage others with a sense of shared mission and possibilities Bridging: You build relationships through listening and building coalitions

35. End of section; final quiz to be designed