Summary of “Influence without Authority,” Presented by Joseph Lynn, Senior VP IT Relationship Management at Citigroup. Part 2
Influence without Authority is something we can all relate to. In our online training module presented by Joseph Lynn, Joe explains that the increase of Flatter structures, globalization, cross-functional teams and dotted line reported means those people that can influence people without direct authority is a key indicator of success for individuals.
In the first half of the presentation, Joe credits the book, “Influencing Without Authority” by Cohen and Bradford for much of his presentation and presented the complete model by Cohen and Bradford on how to do it. You can see the model here (http://technologyinnovationinsights.com/2015/04/hello-world/) if you would like.
In this summary, we’ll review Joe’s comments on how to negotiate with your peers, allies and potential adversaries.
Before you walk into the office to try to negotiate your goals, be sure to understand their world. Joe suggests you understand: Their personality, What they Really Care About, What their day-to-day job is like and the organizational forces that they have to deal with. Plus realize up front if you have a positive, neutral or negative relationship. Be upfront.
How do they like to communicate? Do they want all the details or the net net.
Then you can determine what’s really valuable to these people. Joe lists the following types of “value” that you can use to trade. The Greater Good, Resources, Recognition/Visibility, Support – both moral and organizational, gratitude. These are all great tips! Be sure to avoid saying, “That’s not my job.”
Now comes the fun part – offer what you have for what you need. Be sure to explain the benefits of what you are offering! For example, if you are offering exposure in the company newsletter, explain how you can get a nice article about his participation in the project in the article, which will help with his next review!
How you approach the negotiation will be shaped by many factors, your relationship with your potential partner, your willingness to trade and what you are able to do, and also company culture. Some companies want formal exchanges, some companies want informal exchanges. Be sure to follow whatever protocol is appropriate for your organizational culture.
That should get you the trade – now make sure that the conclusion is positive!
Joe finalizes with some barriers to influence:
- Don’t assume they are not an ally.
- Clarify Your goals
- Not diagnosing your ally’s world correctly
- Not accepting what they are offering
- Not keeping your relationship strong
- Know when and how to make the trade.
Joe finalized with making sure that you understand your organizational models and how different companies have dealt with helping IT create influence.
In the first company, the relationship managers were outside both the business and the IT department!
In the second company, IT was inside the business unit.
As you can guess, this is a different dynamic.
I hope this summary was helpful to you!
Want to see Joe’s Presentation ? Go here: