Your leadership position isn't always enough to motivate people to do what you ask. So how can you get the results your organization expects?
| Author | Harold Scharlatt and Roland Smith |
|---|---|
| ISBN | 978-1-60491-091-9 |
| Publisher | CCL Press |
| Guidebooks | Ideas Into Action Guidebook |
Influence is an essential component of leadership. Your position in an organization and the power it gives you aren't always enough to motivate people to do what you ask. You may negotiate with or persuade people to make short-term behavioral change, but to create sustained change, you will need to influence them, which includes negotiation, persuasion, and other methods. Developing your skill at using different influence tactics can help you achieve results when you use those tactics to get support from direct reports, peers, bosses, and even clients and vendors.
| Why Influence? | 7 |
| Whom Do You Influence? | 10 |
| Influence Tactics | 12 |
| Which Influence Tactics Do You Use? | 15 |
| How Situation Affects Influence Setting Your Goals Identifying Benefits and Challenges Developing Your Influence Session Script Conducting an Influence Session Reflecting on Your Influence Session |
16 |
| Conclusion | 27 |
| Suggested Readings | 29 |
| Background | 31 |
| Key Point Summary | 32 |
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