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SKILLS
Enhance your influencing Risk managers need to be able to influence those around them if they are to be effective BY RICHARD GOSSAGE
H
ave you ever wondered how some people just have a way about them, an inner confidence? They seem to get their point across and win the argument – time after time. Have you ever considered why certain chief risk officers (CRO) are so impressive in the risk committee arena, whilst others are just, well, average? Some are naturally gifted, but in many cases the difference between average and outstanding is the way they apply the professional discipline of influencing. Through understanding two simple models, and applying the techniques they contain through disciplined practice, you can increase your personal influencing effectiveness materially. The first model relates to personal influencing, the second relates to strategic influencing. Personal influencing is how you influence another person, a small group or even a large group, in the here and now. Strategic influencing relates to you organising several others to work with you to influence an individual or a group over a period of time. They are inter-related. For example, strategic influencing is less effective if the individuals involved lack strong personal skills. But let’s consider who you may be trying to influence.
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PERSONAL INFLUENCING TOOLS
PUSH Assertion
10%
PULL
Persuasion
Bridging
30% 60%
Lyrics
Music
Dance
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(Body Language)
Enterprise Risk
