Influence Tactics

When it comes to influencing superiors rationality seems to be the preferred tactic. It only makes sense that when addressing someone who can say “no” to us, we try our best to present a good case. Another tactic trend is coalition. The idea of joining forces with others to strengthen our position can be helpful when trying to influence.

Interestingly enough, influencing subordinates seems to rely on rationality just as heavily. People respond much better to being told to do something when they know and/or understand the reasoning. Letting your subordinates know why you want them to do something illustrates your respect for them, encouraging a favorable response to the request. Coalition is the second most highly used tactic with subordinates as well. This seems to suggest team building by aligning ourselves with others within the company.

People relate to their co-workers on a more similar level, making our influence tactics a little different from those that they use on superiors and subordinates. Tactic choices seem more evenly spread out across the board. People still like to use rationality, but ingratiation, coalition, exchange of benefits, and upward appeal are just as likely to be utilized when influencing co-workers.

Rationality appears to be the most effective influence tactic. Presenting a case using facts and reason helps to paint a clear picture to the other person. It shows respect for the audience by suggesting that they’re intelligent enough to see the facts and make the right decision. Blocking and sanctions, on the other hand seem least effective. They’re negative in approach and they can result in unpleasant feelings for both parties. Blocking and sanctions alienate people and hurt the sense of teamwork.

Situational factors can greatly influence the effectiveness of each tactic. When the audience refuses to cooperate, rationality or the exchange of benefits may not work. Harsher tactics may have to be employed. In some instances, the audience may not have to capacity to understand the reasons behind the request (such as when dealing with children). Tactics have to be adjusted to tailor our approach in a way that improves our chances of influencing the other person.

Minding Your Emotions

Part of being a great leader/manager is setting the right example for others. Part of setting a great example means not only being aware of your emotions, but also being in control of them (and the related behaviors). Emotions are part of being human, but emotional reactions must be kept in check at the office. It’s one thing to show excitement or disappointment, but emotional outbursts are an absolute no-no. The last thing a leader/manager needs is for his people to think that highly emotional behavior is acceptable at the office. When emotions run high, others may catch the fever and things can escalate.

High emotions are not only a bad example for your employees, they can also affect your business decisions. A decision that may be emotionally satisfying at the moment may prove to be disastrous (and irreversible) in the long run. Furthermore, making emotionally charged decisions will create an atmosphere of uncertainty, where irrational decisions are a high possibility. No one likes to walk on eggshells, especially when the reason is the boss who has the potential to “flip out” at any time.

Although leader/managers are fully human, and therefore emotional creatures, you have a responsibility to keeps your emotions in check, make rational decisions, set a good example, and promote a healthy work atmosphere. No small feat, but it’s all part of the job. If you think all of that is difficult, imagine trying to manage a group of emotionally irresponsible or unstable people. Instead, mind your emotions and give them something good to imitate.

The Self-Confident Leader

Consider the fact that when it comes to effective leadership, self-confidence can make all the difference in the world. A self-confident leader can project exactly that in what he does, therefore inspiring his employees to trust and follow him. So how do you improve your self-confidence? There are several things to consider here:

1. Make the decision and follow through. This applies to improving your self-confidence as well as to all the decisions that you face as a leader/manager. Accept that life isn’t always black and white, so working in grey areas will happen. Although clear right answers don’t come by too often when making complex business decisions, hesitation and second-guessing can prove to be costly – instead gather your information, consult the right sources, and make the call.
2. Make peace with your humanity and accept that sometimes you will make mistakes. Regardless of your experience, level of education, or title, you are human, and as such vulnerable to making mistakes. Turn your mistakes into opportunities to learn and improve.
3. Project the image that will inspire others. Even if you’re feeling scared and unsure, focus on what your employees need to see to inspire them. Leading others (especially in difficult times) calls for showing more courage than fear.
4. Remain in control of yourself and your team. Take on the command position by knowing and acting on expectations for self and the team.
5. Be realistic in your expectations. While striving for excellence is great, don’t set your sights on goals so high that they become unrealistic. Being a leader doesn’t equate to being a superhero (although it may appear as such at times).
6. Look for guidance. Even the best need someone to teach and help them. Having a mentor is a must. Find someone who can teach and guide you – someone to support and keep you grounded.
7. Remain inspired. Being inspired isn’t always easy. We tend to get lost in our daily tasks as we take on projects and put out fires, but you must take the time to find and keep what inspires you – that which keeps you going and helps to make sense of it all. After all, you can’t inspire others if you’re not inspired yourself.

Given that your self-confidence has a great deal of effect on your leadership abilities, it’s in your best interest to take the time to give this some thought. Improving the self is always a good idea, so take each opportunity to strive for excellence. Finally, don’t confuse self-confidence and arrogance. After all, arrogance is quite the opposite of self-confidence.

How Motivating Your Employees Is Good For You

This log has in the past discussed the idea of motivating your employees. Knowing what truly motivates people involves effort on your part. You as the leader/manager must take the time to speak with people on a regular basis. We’re not talking about hours of elaborate sessions, but instead a few minutes on a somewhat regular basis. Listen to what they’re saying, as well as to what they’re not saying. In other words, you may have to read between the lines to get the real message. It’s not because people are trying to be deceitful. Some may simply feel guarded in what they express to their manager, merely wanting to say the “right things”.

While some people may be motivated solely by money, other employees may respond to formal recognition, or may be satisfied simply knowing that they do a great job. Keep in mind that some employees may not even completely understand what it is that motivates them. Taking the time to talk to them gives you an opportunity to help them figure it out.

So how is any of this helpful to you? Once you know what motivates an employee, the two of you can formulate a plan that will optimize his performance and increase his satisfaction. Understanding what motivates someone allows you to offer to him the most effective kinds of rewards. Motivated employees mean better results, which can be translated into things like higher productivity and better goal achievement – something that any manager can appreciate.