The New Influencing Toolkit

WHAT PEOPLE ARE SAYING ABOUT THIS BOOK …

“Tim Baker has written an extraordinary book. The New Influencing Toolkit is comprehensive, practical and compelling. The framework is clearly explained, the profiles in influence are intriguing and memorable, and the tools are immediately useful. The self-assessment is alone worth the price of the book. I highly recommend The New Influencing Toolkit.” -Jim Kouzes co-author of The Leadership Challenge and the Executive Fellow of Leadership, Leavey School of Business, Santa Clara University

“Were you hired for your ideas, only to find that once you’ve started the job, you can’t get anything done? Tim Baker imparts an incomparable, multidimensional approach to repositioning your base and increasing your influence at all levels of the organization!”– Marshall Goldsmith a Thinkers 50 Top Ten Global Business Thinker and top ranked executive coach

“Tim Baker has done it again. He has written a clear, helpful and jargon-free book to help the modern manager be more influential at work.” – Professor Adrian Furnham University College London

“Tim Baker’s The New Influencing Toolkit is a comprehensive, specific, and useful compendium of theory, skills, and tools for influence.  It is a marvelous synthesis of an important skill for successful leaders.  The book will be an incredible resource for leaders, HR professionals, coaches, and influence scholars.”   – Dave Ulrich Rensis Likert Professor, School of Business, University of Michigan Partner, the RBL Group

 

HOW THE BOOK HELPS YOU

Without influence, managers are ineffective. There is growing recognition that this is a core leadership competency for managers, across industries, geographies, and sectors. Managers need to influence up, down, and increasingly, sideways, as organizations become flatter, more maneuverable and less hierarchical. The New Influencing Toolkit is expertly designed to diagnose and develop managerial influence. Four influencing strategies make up the “Influencing Capabilities Framework”: investigating, calculating, motivating, and collaborating. On completion of the diagnostic included within the book, managers are given over sixty practical techniques and methods to enhance each of these four influencing strategies. These strategies are at the heart of leadership for the 21st-century manager.

TABLE OF CONTENTS

 INTRODUCTION.. 9

PART I – UNDERSTANDING AND DEVELOPING POWER. 13

CHAPTER 1 – The Power of Position.. 14

Legitimate power 19

Coercive power 21

Reward power 22

CHAPTER 2 – Personal Power. 25

Connection power 27

Expertise power 28

Information power 29

Referent power 31

Adopting a multidimensional approach. 32

CHAPTER 3 – Five Tools to Enhance Organizational Status. 36

Tool 1 – Centralizing your role. 38

Tool 2 – Increasing your flexibility. 39

Tool 3 – Repositioning your role. 41

Tool 4 – Promoting your successes 43

Tool 5 – Linking you relevance to organizational success 44

CHAPTER 4 – Nine Tools to Build Personal Power. 47

Tool 6 – Who you know and what they know.. 49

Tool 7 – Develop your knowledge and expertise. 51

Tool 8 – Building trust and rapport 52

Tool 9 – Be logic and rational 54

Tool 10 – Build alliances 54

Tool 11 – Build rapport 55

Tool 12 – Be a valued asset 55

Tool 13 – Assertively persuade. 56

Tool 14 – Be upwardly appealing. 56

PART II – THE FRAMEWORK.. 59

CHAPTER 5 – Influencing Capabilities Framework. 60

Influencing styles 64

Influencing approaches 70

Influencing capabilities framework. 77

CHAPTER 6 – The Four Influencing Strategies. 80

Investigation strategy (push-logical) 82

Calculation strategy (pull-logical) 86

Motivation strategy (push-emotional) 92

Collaboration strategy (pull-emotional) 96

CHAPTER 7 – Influencing Capabilities Profile. 103

Instructions 105

Diagnostic. 107

Profile. 115

CHAPTER 8 – Interpreting Your Profile. 117

Influencing variables 119

Your influencing style. 126

Your influencing approach. 131

Your influencing strategy. 135

PART III – LEADERS OF INFLUENCE. 142

CHAPTER 9 – The Inquisitive Investigator. 143

Al Gore: an inquisitive investigator 146

Occupations that rely on investigation. 148

Situations that require investigation. 149

Situations that do not require investigation. 150

CHAPTER 10 – The Clear Calculator. 156

Margaret Thatcher: a clear calculator 159

Occupations that rely on calculation. 161

Situations that require calculation. 163

Situations that do not require calculation. 165

CHAPTER 11 – The Mindful Motivator. 170

Martin Luther-King: a mindful motivator 172

Occupations that rely on motivation. 176

Situations that require motivation. 178

Situations that do not require calculation. 182

CHAPTER 13 – The Collegial Collaborator. 190

Mother Teresa: a Collegial Collaborator ……………………………………………………………………….190

Occupations that rely on collaboration. 196

Situations that require collaboration. 199

Situations that do not require motivation. 202

PART IV – INFLUENCING CAPABILITIES AND TOOLS. 209

CHAPTER 14 – Investigation: Gathering Evidence. 210

Tool 15 – Using third party endorsement 211

Tool 16 – Structured interviewing. 213

Tool 17 – Conduct a survey. 215

Tool 18 – Process mapping. 216

CHAPTER 15 – Investigation: Generating Ideas. 219

Tool 19 – Starting from the general and moving to the specific. 220

Tool 20 – Moving from the specific to the general 222

Tool 21 – Linking ideas to the person being influenced. 223

CHAPTER 16 – Investigation: Asserting Ideas. 225

Tool 22 – Persuasive formal presentations 225

Tool 23 – Writing coherent reports 226

Tool 24 – Productive conversations 227

CHAPTER 17 – Investigation: Countering Arguments. 230

Tool 25 – Anticipating objections 230

Tool 26 – Playing devil’s advocate. 232

Tool 27 – Testing others’ arguments and assumptions 235

CHAPTER 18 – Calculation: Weighing Options. 238

Tool 28 – Force-field analysis 239

Tool 29 – Cost-benefit analysis 243

CHAPTER 19 – Calculation: Communicating Standards. 246

Tool 30: Modeling behavior 246

Tool 31: Setting targets 249

Tool 32: Reviewing targets 250

CHAPTER 20 – Calculation: Providing Feedback. 254

Tool 33: Formative and summative feedback. 254

Tool 34: After action review.. 256

CHAPTER 21 – Calculation: Offering Concessions. 263

Tool 35: Assessing the needs of others 264

Tool 36: Accommodating to the needs of others 267

Tool 37: Learning to compromising. 269

CHAPTER 22 – Motivation: Communicating vision.. 272

Tool 38: Visioning questions 274

Tool 39: Team values charter 275

Tool 40: Six hats thinking. 279

CHAPTER 23 – Motivation: Generating enthusiasm.. 287

Tool 41: Two-factor theory. 287

Tool 42: The use of storytelling. 289

Tool 43: G.R.O.W. coaching model 293

CHAPTER 24 – Motivation: Connecting Emotionally. 296

Tool 44: Grant-a-wish. 296

Tool 45: Pay-a-compliment 299

CHAPTER 25 – Motivation: Building Morale. 301

Tool 46: Strengths-based leadership. 301

Tool 47: Good news stories 306

Tool 48: Scenario planning. 307

CHAPTER 26 – Collaboration: Shared Ownership. 313

Tool 49: Theory X and Theory Y. 314

Tool 50: 360-degree feedback. 319

CHAPTER 27 – Collaboration: Communicate Openly. 325

Tool 51: Begin with end in mind. 326

Tool 52: Offer the employee a chance to reflect first 327

Tool 53: Give effective feedback. 328

Tool 54: Be objective. 329

Tool 55: Use a problem-solving approach. 330

Tool 56: Consider all the factors 330

CHAPTER 28 – Collaboration: Listen Actively. 333

Tool 57: Perceptual positions 334

Tool 58: Attentive listening. 339

Tool 59: Paraphrasing. 340

Tool 60: Identifying feelings 343

CHAPTER 29 – Collaboration: Build Trust 347

Tool 61: Barriers to collaboration. 348

Tool 62: Team trust audit 354

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