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Leadership influence tools

Building relationships

Networking

Acting polically

Storytelling

Challenging

Significantly influenced by the quality of the trust in the relationship between the chair and the company secretary.

TRUST= credibility + reliability + intimacy, all divided by one’s projection of selfinterest.

Plus work on reducing one's ego

3 types of networks:

a. personal

b. operational

c. strategic

3 types of persons;

1. ‘hubs’, who know the most people

2. ‘gatekeepers’, who know the right people

3. ‘pulse takers’, who know the most people who know the right people

Questions to ask:

To Hubs – how can you introduce your network to another area to encourage innovation?

To Gatekeepers – are you creating a bottleneck of information?

To Pulse takers – how can you connect to and influence new hubs to stimulate change?

Practical skills to develop one's network:

Have coffee

Ask questions

Be genuinely interested in someone with no other agenda

Build your external as well as internal relationships​​​​​​​

Use digital as well as face-to-face networking​​​​​​​

political skill was found to be more important than any other traditional management skill for predicting overall managerial effectiveness.

definition:

‘The ability to understand others at work and to use that knowledge to influence others to act in ways that enhance one’s personal or organisational objectives.’

Stories are more likely to be remembered than facts or figures alone, and, when you tell a story, your audience slows down to listen.

In order to apply storytelling in terms of leadership influence, it is useful to follow the following six steps:

Identify your audience

Determine the one key message you want your audience to hear from you

Think of a story that represents this

Plan the initial scene-setting, the rising action, the crisis and the resolution

Plan exactly how you will deliver the story (tone, pauses, emphasis, movement, etc

Practise with feedback

sidestep the conflict;

satisfy the other person’s concerns at the expense of your own

find an acceptable settlement that only partially satisfies both people’s concerns

satisfy your concerns at the expense of others

find a win-win solution which completely satisfies both people’s concerns

The aim with radical candour is to be confident in challenging but also to do it in a way that shows empathy for the other person. In the boardroom, this is the balance of support with challenge and it is the ability to advocate and voice while respecting another’s opinion.