Components of Influential Interaction
Great influencers do three things
that greatly raise the odds of success in interacting with others.
They structure
and carefully engineer the messaging prior to a direct interaction.
They break
the pattern of normal interaction in order to gain full attention.
And they
change the reason why.
Exercise
The
aim is to generate improved planning
for interaction with others, leading to a higher rate of success in influencing
them.
1. Focus on one or only a few of your key
individuals or groups and review your thinking regarding "Where are they now
and where do I want them to be?"
2. Identify your opportunities for direct
interaction with them in order to influence them to support a test of the
change(s) that have emerged from your creative problem solving efforts.
Do you plan to influence them through a formal
announcement of some sort–a meeting, a conversation, a training session?
3. Impact the messaging prior to the
interaction.
What can you send them that will address (or at
least acknowledge) their concerns up front?
What information might help them better
understand the problem and the urgency for addressing it?
How can you demonstrate in advance that you are
attuned to their values and what is important to them?
How can you begin the process of establishing
trust and rapport?
What can you say that will show that you view
them in a positive light and genuinely respect their past displays of
commitment to making things better?
How can you pique their interest and curiosity?
How can you create the impression in them that
interacting with you on this matter is going to be a productive use of their
time?
4. Begin the interaction with a pattern
interrupt.
If you normally hold meetings in a conference
room with everyone sitting around the table, hold the meeting in an open space
with everyone standing.
If most people give PowerPoint presentations,
create a set of colorful flip-chart sheets or handout a sketch that you will
speak from.
Instead of beginning in a formal, business-like
tone, open up with excitement and fun in your voice.
Instead of describing things in bullet points,
tell a story (or act out a skit) that illustrates the problem or your vision of
what it might be like if the changes you are proposing are successful.
Recruit a patient or frontline staff member to
co-present with you.
Start with a video or a small group exercise,
without explaining why but saying that you will after they experience it.
5. Change the why.
Do they likely think that this is just another
one of those things where there will be lots of talk but nothing comes of? Make
it clear that you have come in with concrete plans, and they have a unique
opportunity to influence those. Something is going to happen as a result of
this meeting, and they have a chance to shape it.
Do they cynically think that the main reasons
for the proposed changes are cost reduction, standardization or pleasing a
certain group? Avoid mentioning these and instead make your case for change entirely
on different terms that resonate with values that they hold.
Do they likely think that you are coming to tell
them what to do and require their compliance? Reframe the meeting as you coming
to gather information from them and understand what they are thinking.
Impacting
the message before interacting (beginning
with a pattern interrupt and changing the "why") may not
guarantee that you will be successful in influencing others, but it will substantially raise the odds.
Tips For most people, the advice in this
tool represents "thinking differently" about interacting with others around
change. It is an innovation to most people. So, expect to be a little
uncomfortable. Expect that you might not get it all right the first time you try.
Instead, test these strategies on a small scale first and learn as you go
before you "implement" it in a make-or-break meeting of 100 people.