Whether you are president of a board, a senior executive or a job seeker, you need to be good at influencing others.  We live in a complex world where there are limits to our authority; no matter how senior we are, the old hierarchies and command and control structures of power are going the way of the dinosaurs. But, we still have to get things done by, with and through others.  Since we can’t get away with just telling people what to do (or most of us can’t, and those who try usually lose employees, friends and allies like a balding man shedding hair), we need to build skills that allow us to accomplish our objectives without alienating people in the process.

It’s a delicate line between being assertive and deferential, between telling and asking, and between persuading an individual and seeding ideas that widely percolate.  But, it is an increasingly useful skill if you need others to understand and buy into your ideas.  In every leadership development program, you will find one of the critical development areas is that of being able to influence others.

What does “influencing” actually mean?

Some people may feel negatively about the concept.  They interpret it as “forcing action against one’s will”, or they may relate it to sleazy snakeoil salesmen or untrustworthy politicians.  The phrases “peddling influence” or  “driving under the influence” don’t help the word’s image, either.

But, I am talking about something more positive, more proactive and more communicative.  I define the word as “getting people, over whom you have no formal authority, to willingly buy in to your point of view”.

Leaders who use the influence process well are people who challenge their organization members to consider different perspectives, and, in times of change, explain both why it is necessary and how it will happen.  They are not afraid to stand up for principles and for what is right even if it may not be the most expedient thing to do.  They are willing to argue, explain and defend what they believe in and what they want to have happen, but they are also open to hearing what others think and willingly invite other points of view. Additionally, they widely communicate their position and make it so clear that others can communicate it beyond their own circles, thus expanding their span of influence.

In the not-for-profit world, people have long had to develop this particular skill. Managing a volunteer workforce over whom they have no formal authority, or cajoling a volunteer board to work well together in service of the organization’s mission, takes advanced influencing skills that many in the for-profit sector would do well to learn.

In the 21^st Century’s networked world where everyone on the internet is equal, and in complex organizations operating in cross-boundary teams and matrixed reporting structures, the old ways of getting things done simply don’t work any more.  You can no longer rely on the hierarchical boss to bark orders to the minions.  These days, a much more subtle, nuanced form of mutual trades and interactions is needed, and this is where influencing comes in.

The ten step process to improving your influencing skills:

1. Develop your own point of view.  Know what you think about the idea, concept, plan or proposal, and know why you think it.
2. Gather supporting evidence or data so you can back up your opinions and so you are able to give sound reasons for your position.
3. Get clear about who the stakeholders are and what their perspectives might be.
4. Prepare your story so it is logical and cohesive, and make sure it addresses the issues, concerns or objections that might be raised by other parties.
5. Engage others’ participation by creating generative conversations; the use of questions is very powerful in creating Socratic dialogue and is, thus, a great influencing tool.
6. Listen to others, and make sure you understand their perspectives.
7. Clearly explain your own perspective, and give supporting data and convincing arguments to back up your position.
8. Identify areas where you and someone with another perspective do agree, and build out from there.
9. Enlist interest of your ideas by noting their impact on something larger. Or, if altruism and idealism don’t work, you can always appeal to self-interests.
10. Avoid landmines. If what you are proposing is controversial in any way, there is a danger you will trigger some hot buttons. Some people may potentially feel embarrassed, vulnerable or threatened, so there is a strong need for tact, diplomacy, emotional intelligence and people-reading skills.

Essentially, people who successfully influence are able to simultaneously get a read on the readiness for and the likely level of adoption of their ideas (through the process of “inquiry”) all the while presenting their case as utterly natural and reasonable (through the process of “advocacy”).  The ability to influence is one of the key elements for successful leadership and a successful career.

Fredia Woolf , founder of Woolf Consulting, blogs to help people improve their workplace effectiveness and optimize their careers.  As an organizational consultant and leadership coach, she works with clients to increase insight, inspiration and impact. She can be reached at fwoolf@woolfconsulting.com.

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Last updated on April 15th, 2010 at 11:21 pm