How to Coach Yourself and Others Influencing, Inter Personal and Leadership Skills | Page 17

22. Your Authority
An appearance of authority always aids the influencing process. Power negotiations are
one example where you need to let the other side know you have authority. Another
example is when a customer has a complaint and demands to see someone "in
authority".
To appear authoritative...
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8.

Have plenty of ideas and information to draw on.
Claim territory; play at home; look relaxed and in charge.
Speak slowly and deliberately.
Only change your mind for your reasons and not theirs.
Avoid overt threats; punishing others is a sign of fear.
Be proactive not reactive.
Get more information than you give.
Don't take too many notes. If you need to. Do so out of sight of the other side.

23. An Influencing Script
John wanted the team to accept new working arrangements. Although he knew he had
the power to make them accept the changes, he wanted to take them with him so he
decided on a plan of influencing.
First, he listened to their views. He found to his surprise that some of the team weren't
so far away from his views but there were areas they were worried about. During the
meetings he introduced a note of uncertainty about the division's future.
Over the next few weeks, John mentioned the new arrangements at every opportunity.
He used a range of arguments in favour of the plan and emphasised how they would
meet the team's needs. John avoided any direct confrontation with the team, worked on
appearing calm and in control and let them know he was totally committed to the plan
himself. In time, every one of them took up the scheme with enthusiasm.

Key Points
- Influencing works where force and persuasion don't.
- When we are in a position to influence others, we can simply tell them what to do,
use our interpersonal skills or simply set them an example.
- Establishing rapport with others is a necessary pre-condition to influencing them.
- Where you both start from determines how likely you will be to change another
person's viewpoint.
- It is easier to influence those with average IQ's than those at the extremes.
- Malevolent influencing does not form any part of genuine ways of managing others.