When was the last time you thought about how you influence others — how you change minds, shape opinions, move others to act?
The ability to influence is one of the essential skills for leaders at all levels. It’s more art than science, and it can be tough to get your arms around. But the bottom line is that influence matters. And as we continue to morph (at breakneck speed) into an interconnected, interdependent, increasingly global workplace, it will matter more.
In traditional hierarchical organizations, power is typically based on position. The higher you are on the organization chart, the more power you wield. There are clear, top-down rules where the person at the top calls the shots. The person with the power has the influence.
Today, organizations are moving toward flatter, matrixed and team-based models. The theory is that with change and complexity comes the need to be more nimble, more inclusive of diverse thought, and more collaborative. In this model, power is more about one’s ability to influence and get things done outside of traditional reporting lines. In other words, the person with the influence has the power.
To be an effective influencer, you need both substance and style. Without a solid foundation of credibility, even the most interpersonally adept leaders will fall short. On the flip side, highly credible people can struggle with influence if they don’t understand the interpersonal dynamics at play.
In 2009 and 2010, Discovery Learning, Inc. and Innovative Pathways conducted research to identify and measure influence styles. They created five categories:
The ability to influence is one of the essential skills for leaders at all levels. It’s more art than science, and it can be tough to get your arms around. But the bottom line is that influence matters. And as we continue to morph (at breakneck speed) into an interconnected, interdependent, increasingly global workplace, it will matter more.
In traditional hierarchical organizations, power is typically based on position. The higher you are on the organization chart, the more power you wield. There are clear, top-down rules where the person at the top calls the shots. The person with the power has the influence.
Today, organizations are moving toward flatter, matrixed and team-based models. The theory is that with change and complexity comes the need to be more nimble, more inclusive of diverse thought, and more collaborative. In this model, power is more about one’s ability to influence and get things done outside of traditional reporting lines. In other words, the person with the influence has the power.
To be an effective influencer, you need both substance and style. Without a solid foundation of credibility, even the most interpersonally adept leaders will fall short. On the flip side, highly credible people can struggle with influence if they don’t understand the interpersonal dynamics at play.
In 2009 and 2010, Discovery Learning, Inc. and Innovative Pathways conducted research to identify and measure influence styles. They created five categories:
