Influencing is a powerful tools that manager use in managing organization. Some of the way in which manager behave and the approach manager takes will have a marked effect on your ultimate success or failure.
Having a range of approaches and styles of behaviour gives you more flexibility. It increases your options - and your chances of success.
Natural Styles
Most managers have a natural style of influence which they prefer to use whenever possible. More flexible managers also keep in reserve a fall back style, used when the preferred style doesn't achieve the desired results.
However, there are at least eight identifiable styles of influence - not including aggression, manipulation or force.
Because you are influencing a wide range of people, proficiency in a wider range of styles will ensure more success. Step outside the comfort zone of your natural style and enjoy greater success by practising new ways of influencing.
However, do think carefully which influencing style has the greatest chance of succeeding. Varying your styles too much may give you a reputation for being unpredictable.
The Autocratic Approach
This approach works best when supported by power, authority, age, knowledge or wisdom. Resistance or objections are minimised. You tell others what you want them to do and they do it.
The Collaborative Approach
This approach works successfully without you having any power or authority.Include others in the decision-making process.
A word of caution, democracy takes time and can result in watered down solutions. Remain consistently collaborative. Don't give up too early. Avoid imposing too many parameters or conditions - these will create frustration in others.
The Logical Approach
You use clear logical, unassailable arguments, supported by proof.
This approach works best when the other person is a logical, linear thinker. Avoid exaggeration and unnecessary emotion. Offer instead facts and figures.
The Emotional Approach
You use your natural charm, charisma or enthusiasm.
This approach works when your influence becomes a genuine extension of your own feelings and beliefs. Appealing to the long-term effects of your ideas, you will reinforce their continuing value.
The Assertive Approach
You ask directly, clearly and confidently for what you want, or don't want.
Assertiveness can have a lasting effect, especially on those who least expect it from you. Any resistance is met by your persistence. Assertive influence carries little or no risk.
The Passive Approach
You win the day by being submissive, by not overtly influencing.
As you quietly demonstrate desired behaviours, others can see for themselves the value in following your lead. Many potential confrontations with power or authority demand submissive influence, which can pay positive dividends.
The Sales Approach
You use good old-fashioned salesmanship.
Draw out their point of view, understand their needs, demonstrate that you empathise; minimise resistance by showing how their ideas dovetail with your own; show how they will benefit.
The Bargaining Approach
You trade concessions in order to reach a mutually acceptable conclusion.
Don't just share the cake - make it a bigger one. Your success as a fair negotiator will help cement the relationship.
Aim too low and you'll end up even lower. Over collaborate and you may regret giving too much away. Always trade concessions.
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