8 minute read
Cover story
10 tips to gaining influence
MARIA FOK
INFUENCE is prevalent in our society, the media (traditional and social), in the marketplace and workplace.
It seems that someone is constantly vying for a piece of our brain. So much so that ‘Infl uencer’ has apparently become a valid new age occupation.
Infl uence, to me, simply refers to a capacity to have an eff ect on someone and this leads to the att ainment of an outcome.
Not only do some seasoned executives and leaders exercise their infl uence, but it is also a covert form of power that those without structural authority may be skilled at utilising.
Curiously, my soft ware is suggesting that I replace the phrase ‘have an eff ect on’ with the word ‘infl uence’.
Why is Influence Attractive?
In the case of marketers, retailers, vendors or advertisers, infl uence is used to access our hearts, minds and ultimately our wallet. In the workplace, infl uence may lead to progress and outcomes.
It is also a means of achieving power, positioning, advancement and potentially some form of gain, even though it may not immediately translate into fi nancial earnings.
Th e powers of infl uence are rigorously utilised in social and political agendas and to drive the zeitgeist of this era.
Th is includes elections or decisions aff ecting public health and safety.
How oft en have we been ‘recommended’ to wear a mask or to wash our hands, rather than mandated or directed? For some leaders, saving one’s skin seems to be the top priority.
Even when life and death are in question, bold, courageous leadership and decision making are uncommon. Th e use of infl uence has strategic benefi ts for some.
Quality of Influence
Boards look at not just results but quality of outcome’. In my view the real test of ‘quality of infl uence’ depends on how long this infl uence is sustainable for, the depth and extent of this eff ect and whether the intended outcome is honourable, for the greater good or is mutually rewarding.
Who Has It and How Is It Gained?
Ironically, the barriers to entry in gaining infl uence are ‘low-ish’. Anyone can try. A conferred job title and structural seniority are not pre-requisites.
Infl uence is not exclusive to those with constructive, respectable intentions either. In truth, many disreputable entities or people are also incredibly good at this game.
People with infl uence demonstrate or utilise the following; 1. Trust – They earn one’s trust, which is the basis of most relationships and is powerful. Influential people understand their own strengths and attributes, real or perceived, and utilise these towards earning credibility, respect, admiration and results. 2. Presence – Unless one has divine power, being heard, visible, communicative and understood are essential in motivating others and creating momentum. 3. Emotional Connection – They may draw on the heart strings. Afterall, the target is human. Robots are never influenced. Emotional decisions can be instantaneous, and humans are far less rational and logical than we think. Pathos
can trump ethos and logos. Translation: an appeal to emotions can be stronger than using credibility or logic. 4. Attention – They know how to capture one’s attention. There is likely to be some form of narrative or storyline that is verbal or visual.
A story, told well, is captivating and people love this. 5. Insight – Skilled at reading their target and can see a physical, emotional, commercial or circumstantial need or void and thus take action. 6. Attraction – Ultimately there must be some form of positive chemistry or charisma. Even the wicked witch reportedly used a house of candy to entice Hansel and Gretel, not brussels sprouts or celery. 7. Compelling Reasons – Not only may these involve data, analysis, research, logic and appeals to knowledge and science. Emotive reasons may play on human nature and weakness. We are all bound by the human condition. 8. Create Perceived Value – This may or may not be real, but perception is reality. 9. Confidence – They believe in their purpose, and it shows. 10. Care – People feel there is benefit in engaging.
Conclusion
Infl uence is part of our lives which we may learn and understand.
As our world is far from Utopian, infl uence can also be chronically misused or intentionally misconstrued. In Part 2 of this series and set in the context of a modern-day workplace, I will share an example that will heighten your awareness.
EMOTION connection is key in influenbce. Humans can never be robots.
Have your leaders lost the plot?
When influence is misused
MARIA FOK
IN any healthy workplace a strong culture means there is leadership, timely and informed decision making, good questions being asked, practices focussed on making progress and where there are clear goals and direction.
Since a humanistic culture of achievement cannot be assumed, infl uence may be misused. Th is occurs when people without structural authority are ordered to ‘use one’s infl uence’ as the elixir for every problem while those in charge take no responsibility.
As I like to envision organisations as a family of individuals united by common goals and interests, this scenario is tantamount to a household where all the children are told to self-regulate.
Th ere are no guidelines, boundaries or parameters of right or wrong. If you want or need anything, just use your infl uence.
Why Is this Prevalent?
In contemporary workplaces, fashionable language and culture include empowerment, inclusion, autonomy, diversity and freedom of choice.
Th ese purported att ributes however when left unchecked could become undisciplined, confused aimlessness in disguise.
Infl uence has become a pretext for so called leaders to openly cast blame. Th at is, if anything does not work, the underlings must have failed to use their infl uence.
Beware of Such Symptoms
Th e misuse of infl uence is a tell-tale sign that either the leaders have lost the plot or are struggling.
Infl uence is not a substitute for direction and leadership. Yet such misuse is designed to give the unaware and impressionable a false sense of empowerment, opportunity and fl exibility when managers or leaders are actually clueless or simply don’t want to be
GREAT infuencer: Abraham Lincoln.
seen making unpopular decisions. Th ey are amoebic and take no position and have no accountability.
Th is strategic twist on the meaning of infl uence benefi ts the leaders. If the unsupported eff orts of staff happen to work, management can take credit for creating and fostering a culture of infl uence and empowerment.
However, if they fail, clearly this demonstrates their inability to infl uence and they can be weeded out of the organisation. Either result is a perceived win that protects the so-called leader.
Influence is Not A Dirty Word – We Need it More than Ever
Our world is undergoing rapid, momentous change, and this provides us with a compelling reason for developing greater skills in infl uencing others while simultaneously accepting diff erent and varied forms of infl uence. I shall discuss this in my upcoming article on innovation.
Although we have physically spent time apart, we may continue to seek opportunity to learn from new relationships, absorb fresh information, draw on infl uences from varied sources and consider a diff erent perspective.
Th is is an era of great opportunity for a new approach to work and living.
Epilogue
In case you are wondering, the environment where I described a misuse of infl uence did indeed have a problem with its leadership. Th ose at the top eventually departed.
Th is demise was a consequence of their own incompetence and zero care factor towards staff and customers alike.Or perhaps they were unskilled at being infl uential leaders.
In the longer-term, smoke and mirrors can only be sustainable for a fi nite period. In the words of Abraham Lincoln: “You can fool all the people some of the time, and some of the people all the time, but you cannot fool all the people all the time.”
Conclusion
In these challenging times, it is favourable to maintain a healthy belief that what is right, truthful and fair do eventually prevail. We must not lose faith that the world is a good place. However, belief can only take us so far.
Infl uence is something we can all work towards achieving or increasing Th e fact that we may use infl uence for a positive outcome that many will benefi t from is both rewarding and satisfying.
Although what is right and honourable can be subjective, companies and organisations that have stood the test of time are ones which improve the quality of life for its customers and nurture the career paths of employees, no matt er how modest or great.
If I have made you think and heightened your awareness of the power of infl uence, then I am happy. Writing about the truth is my passion.
Most of all, I have constructively used my infl uence.
