Understand the 4 Components of Influence
Good Afternoon Leaders!
I was reading some articles from Harvard Business Review this week, and came across a few tidbits worthy of entering into our recent discussions on influence and leadership. Here are a few of those insights:
Amy Cuddy and her coauthors, “Connect then Lead,” show that leaders who try immediately to project strength run the risk of instilling a counterproductive fear in the very people they want to inspire. Without a foundation of trust, a company’s employees may comply outwardly with their leader’s wishes, but they’re much less likely to comply privately—to adopt the values, culture, and mission of the organization in a sincere, lasting way.
And how can someone influence change within an organization? In “Network Secrets of Great Change Agents,” Julie Battilana, of HBS, and Tiziana Casciaro, of the Rotman School of Management, underscore the importance of networks. What matters most, they conclude, isn’t where someone ranks within a company’s formal hierarchy but how well that person understands and mobilizes the informal networks needed to effect change.
We also hear from Robert Cialdini, the author of the 2001 book “Influence,” and perhaps the leading social scientist in the field. He provides some clear lessons on how to build and use influence, such as his principle of reciprocity: “People will help,” he says, “if they owe you for something you did in the past to advance their goals.”
These are good to know. I also found the following article worth sharing, in full. Enjoy!
Understand the 4 Components of Influence
May 19, 2015
We’ve all encountered people who say less but what they say matters more; people who know how to use silence to dominate an exchange. So having influence means more than just doing all the talking; it’s about taking charge and understanding the roles that positional power, emotion, expertise, and nonverbal signals play. These four aspects of influence are essential to master if you want to succeed as a leader.
Take positional power. If you have it, influence becomes a relatively simple proposition. People with power over others tend to talk more, to interrupt more, and to guide the conversation more, by picking the topics, for example.
If you don’t have the positional power in a particular situation, then, expect to talk less, interrupt less, and choose the topics of conversation less. After all, exercising their right to talk more about the subjects they care for is one of the ways that people with positional power demonstrate it.
What do you do if you want to challenge the positional authority? Perhaps you have a product, or an idea, or a company you want to sell, and you have the ear of someone who can buy it. How do you get control in that kind of situation?
The second aspect of influence is emotion, and using it is one way to counteract positional power, and generally to dominate a conversation. When the other side has the power and you have the emotion, something closer to parity is possible. Indeed, passion can sweep away authority, when it’s well supported and the speaker is well prepared. We’ve all witnessed that happen when a young unknown performer disarms and woos the judges, devastating the competition, in one of those talent competitions. The purity and power of the emotion in the performance is enough to silence — and enlist – the judges despite their positional authority. Indeed, the impassioned speech, the plea for clemency, the summation to the jury that brings them to tears and wins the case for the defendant — this is the stuff of Hollywood climaxes.
Passion often links with expertise, the third aspect of influence. And indeed, you can dominate the conversation, beating out positional power, if you have both passion and expertise. The diffident expert’s voice is sometimes lost in the clamor of people wanting to be heard. So expertise without passion is not always effective, but if it’s patient, it can be the last person standing in a debate and thereby get its turn.
The final aspect of influence is the subtlest of the four, and as such rarely can trump either positional authority or passion. But in rare instances, artfully manipulated, I have seen it prevail. What is it? It is the mastery of the dance of human interaction.
We have very little conscious awareness of this aspect of influence, but we are all participants in it with more or less expertise. We learn at a very early age that conversation is a pas de deux, a game that two (or more) people play that involves breathing, winking, nodding, eye contact, head tilts, hand gestures, and a whole series of subtle non-verbal signals that help both parties communicate with one another.
Indeed, conversation is much less functional without these nonverbal signals. That’s why phone conversations are nowhere near as satisfying as in-person encounters and why conference calls inevitably involve lots more interruptions, miscues, and cross-talking. We’re not getting the signals we’re used to getting to help us know when the other person is ready to hand the conversational baton on to us, and vice-versa.
Can you manage influence only using this fourth aspect? I have seen it done in certain situations, but the other two aspects will usually trump this one. Nonetheless, I once watched a senior executive effortlessly dominate a roomful of people who were ostensibly equal — a group of researchers gathered from around the world to discuss the future of IT. Within a few minutes, everyone in the room was unconsciously deferring to this executive, even though he had no positional power, and was not particularly passionate about the subject. His mastery of the subtle signals of conversational cuing was profound, and soon he had everyone dancing to his verbal beat. It was beautiful to watch; he showed complete conversational mastery in action.
Influence, then, is a measure of how much skin the participants have in the game, and most of us are unconscious experts at measuring it. To wield it, you need to have the edge in at least one of its four aspects, and preferably more than one.
Excerpted from Nick Morgan’s Power Cues: The Subtle Science of Leading Groups, Persuading Others, and Maximizing Your Personal Impact.