A wonderful analogy from an expert coach ....
1. Every decision that affects our lives will be made by the person who has the power to make that decision, not the "right" person or the "smartest" person or the "best" person. Make peace with this fact.
As simple and obvious as this statement may seem, I am amazed at how few (otherwise intelligent) people ever deeply get this point.
When your child comes home from school and complains, "It’s not fair! The teacher gave me a 'C' and I really deserved an 'A.' " we, as parents, should say, "Welcome to the real world, kid.In life you have to accept the fact that decision-makers make decisions—and that you are not always the decision-maker."
Once we make peace with the fact that the people who have the power to make the decisions always make the decisions and we get over whining that "life isn't fair," we become more effective in influencing others and making a positive difference. We also become happier.
2. When presenting ideas to decision-makers, realize that it is your responsibility to sell, not their responsibility to buy.
In many ways, influencing ultimate decision-makers is similar to selling products or services to external customers. They don't have to buy—you have to sell. Any good salesperson takes responsibility for achieving results. No one is impressed with salespeople who blame their customers for not buying their products.
While the importance of taking responsibility may seem obvious in external sales, an amazing number of people in large corporations spend countless hours blaming management for not buying their ideas. Former Harvard Professor Chris Argyris pointed out how "upward feedback" often turns into "upward buck-passing." We can become disempowered when we focus on what others have done to make things wrong and not on what we can do to make things right.
If we spent more time on developing our ability to present ideas and less time blaming others for not buying them, a lot more might get accomplished.
A key part of the influence process involves the education of decision-makers. To again quote Drucker: "The person of knowledge has always been expected to take responsibility for being understood. It is barbarian arrogance to assume that the layman can or should make the effort to understand the specialist." The effective influencer needs to be a good teacher. Good teachers realize that communicating knowledge is often a greater challenge than possessing knowledge.
3. Focus on contribution to the larger good—not just the achievement of your objectives.
An effective salesperson would never say to a customer, "You need to buy this product, because if you don't, I won't achieve my objectives." Effective salespeople relate to the needs of the buyers, not to their own needs. In the same way, effective influencers relate to the larger needs of the organization, not just to the needs of their unit or team.
When influencing decision-makers, focus on the impact of your suggestion on the overall corporation. In most cases the needs of the unit and the needs of the corporation are directly connected. In some cases they are not. Don't assume that executives can automatically make the connection between the benefit to your unit and the benefit to the larger corporation.
4. Present a realistic "cost-benefit" analysis of your ideas—don't just sell benefits.Every organization has limited resources, time, and energy. The acceptance of your idea may well mean the rejection of another idea that someone else believes is wonderful. Be prepared to have a realistic discussion of the costs of your idea. Acknowledge the fact that something else may have to be sacrificed in order to have your idea implemented.
By getting ready for a realistic discussion of costs, you can prepare for objections to your idea before they occur. You can acknowledge the sacrifice that someone else may have to make and point out how the benefits of your plan may outweigh the costs.
Courtesy : Marshall Goldsmith
1. Every decision that affects our lives will be made by the person who has the power to make that decision, not the "right" person or the "smartest" person or the "best" person. Make peace with this fact.
As simple and obvious as this statement may seem, I am amazed at how few (otherwise intelligent) people ever deeply get this point.
When your child comes home from school and complains, "It’s not fair! The teacher gave me a 'C' and I really deserved an 'A.' " we, as parents, should say, "Welcome to the real world, kid.In life you have to accept the fact that decision-makers make decisions—and that you are not always the decision-maker."
Once we make peace with the fact that the people who have the power to make the decisions always make the decisions and we get over whining that "life isn't fair," we become more effective in influencing others and making a positive difference. We also become happier.
2. When presenting ideas to decision-makers, realize that it is your responsibility to sell, not their responsibility to buy.
In many ways, influencing ultimate decision-makers is similar to selling products or services to external customers. They don't have to buy—you have to sell. Any good salesperson takes responsibility for achieving results. No one is impressed with salespeople who blame their customers for not buying their products.
While the importance of taking responsibility may seem obvious in external sales, an amazing number of people in large corporations spend countless hours blaming management for not buying their ideas. Former Harvard Professor Chris Argyris pointed out how "upward feedback" often turns into "upward buck-passing." We can become disempowered when we focus on what others have done to make things wrong and not on what we can do to make things right.
If we spent more time on developing our ability to present ideas and less time blaming others for not buying them, a lot more might get accomplished.
A key part of the influence process involves the education of decision-makers. To again quote Drucker: "The person of knowledge has always been expected to take responsibility for being understood. It is barbarian arrogance to assume that the layman can or should make the effort to understand the specialist." The effective influencer needs to be a good teacher. Good teachers realize that communicating knowledge is often a greater challenge than possessing knowledge.
3. Focus on contribution to the larger good—not just the achievement of your objectives.
An effective salesperson would never say to a customer, "You need to buy this product, because if you don't, I won't achieve my objectives." Effective salespeople relate to the needs of the buyers, not to their own needs. In the same way, effective influencers relate to the larger needs of the organization, not just to the needs of their unit or team.
When influencing decision-makers, focus on the impact of your suggestion on the overall corporation. In most cases the needs of the unit and the needs of the corporation are directly connected. In some cases they are not. Don't assume that executives can automatically make the connection between the benefit to your unit and the benefit to the larger corporation.
4. Present a realistic "cost-benefit" analysis of your ideas—don't just sell benefits.Every organization has limited resources, time, and energy. The acceptance of your idea may well mean the rejection of another idea that someone else believes is wonderful. Be prepared to have a realistic discussion of the costs of your idea. Acknowledge the fact that something else may have to be sacrificed in order to have your idea implemented.
By getting ready for a realistic discussion of costs, you can prepare for objections to your idea before they occur. You can acknowledge the sacrifice that someone else may have to make and point out how the benefits of your plan may outweigh the costs.
Courtesy : Marshall Goldsmith
