Gaining Influence:
A Critical Business Skill

By Carolyn Ott

One of the most frequent questions clients ask of executive coaches is, "How do I become better at influencing people who don't report to me?"

Getting others to do what you want when they're not in your span of control is as much an art as it is a critical business skill. The objects of influence can be colleagues, fellow members of a project team, even -- and especially -- your boss.

People are conditioned to rely on hierarchy and power to give them influence. Working in a corporate environment, they quickly learn that they can affect others' behavior by citing the name of someone above them. "I need you to do this because Charlie wants it." But many times a more effective way to achieve the desired outcome is to build relationships and establish credibility with people you wish to influence.

For example, I was recently coaching an executive who effectively reported to two bosses, one here and another overseas. Not surprisingly, his bosses often had conflicting views, and he needed to be able to reconcile their opinions in order to move forward. My client was able to do this because he took time up front to establish credibility with his bosses. They trusted him because he proved himself to them time after time. They understood that if he countered their opinion, he usually had a good reason for doing so.

Too often, people fail to take the time to establish relationships with colleagues they need to influence. Instead, they jump headlong into a task that requires others' cooperation without first getting to know those people -- and without allowing those people to get to know them. When requests go unheeded, they bring out the big gun -- Charlie.

It's much more effective to pave the way for future cooperation by building relationships that establish your credibility with others. If possible, take time to meet people face to face;  if you're on an international team, make a phone call. In either case, begin to build credibility by sharing a story that illustrates your character so people can begin to know and trust you. I don't advocate e-mail for the initial steps in building relationships. The element of sharing is much deeper if people can connect real time, and comments made in e-mail messages can be misconstrued.

If you're newly promoted and suddenly become a peer of people who used to be your superiors, you have a greater challenge. Not only do you need to establish credibility with your new colleagues, but you also have to reintroduce yourself to them so they don't treat you like a junior person. In this instance the best step to gain credibility is to be in the role, and behave appropriately for your new position.

And, finally, learn to listen. People who are effective at gaining influence are good listeners. They pay attention to what others have to say and take into account others' needs and perspectives on an issue. As a result, they are able to accomplish what they want without ever having to invoke the name of Charlie.

Carolyn Ott is a member of WJM Associates' executive coaching faculty.

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Your Career Path to Success

Taking Risks and
Managing Failure

By Bill Morin
Chairman & CEO
WJM Associates

One of the most impressive executives I ever worked with was a man who didn't believe there was such a thing as failure. The word simply was not part of his vocabulary. At the young age of 37, he was one of the top leaders in his company. He was adamant that every lost sale, every mistake, was an opportunity to learn.

Today, not many years later, he is the CEO of a major corporation. One of his mantras is, "How you fail in one situation provides the learning that will help you win in the next situation." One of the foundations of his success lies in being able to turn what some people call failure into an eventual success.  Not a new idea, but few of us ever really apply this way of thinking to our own lives.

One of your jobs as manager is to get people comfortable with risk-taking and that means getting them receptive to failure. If people can learn from their mistakes, it is no longer a failure, but a "cornerstone" to future success.

The more people risk, the more likely they are to have some falls. Many work environments are fairly risk averse, so this can be a difficult learning experience for many people. As a manager, your relationship with your staff is the foundation for change, which is why trust is so essential. If people don't believe they have a supportive environment with you, they won't risk looking weak or inadequate.

Here are some of things you can do to encourage people to take risks and look at failure as steps to learning and growing.

· Express your belief in your people and their ability to try new ideas. Reiterate your support, especially when they lapse or fall down.

· Put the experience in perspective. Remind people how difficult change is and that it doesn't happen overnight. Help conscientious overachievers with their perfectionism.

· Remind people that this is different from completing a project. Learning is a lifelong experience. There is no end. In the early stages, especially, you will want to position failures as creative experiments -- trying on new and different behaviors until people find the ones that work.

· Frequently remind people of their success. Affirm them for "who" they are, not just what they achieve.

No one likes to fail, yet failure is often life's best teacher about what is success. As a manager, helping your people learn from mistakes is one of the best lessons you can instill.

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Women in Management:
Moving From Manager to Leader

For many women, the biggest step they will take in their career is the giant step from manager to leader.

What's the difference between the two? In essence, managers exercise control while leaders command authority … managers implement strategies while leaders create the vision … managers evaluate quality, leaders set standards ... managers forge alliances, leaders build trust and integrity.

Recognizing the difference between management and leadership can offer invaluable direction in how to begin to behave like a leader. The key is to start rehearsing now so that you can step into the top role the moment there's an opening. Here are some suggestions to accomplish that objective:

Establish and communicate clear, meaningful goals. When people know what is expected of them, they generally meet or exceed expectations. The key is to be clear about the expectations. People trust more when they know what the deliverables are and when they must be delivered. As a leader, you will be measured by results, and you yourself will measure the people under you by their results. That's why it's so crucial to establish and articulate clear, meaningful goals. It's the only way people will buy into your program; it's the only way they'll accomplish the tasks you set for them.

Build trust through action. How do you get people to follow you into unknown territory? Even more important, how do you get them to follow your command while you remain behind arranging for resources and support? The answer is trust. And to achieve trust you need to demonstrate that you're worthy of people's confidence. There are many ways to do this. In addition to providing people with the resources and support they need, show them that you care about them and their problems by seeking them out and helping them address any issues they may have. Also, give people recognition; publicly acknowledge their accomplishments and initiative. And maintain discipline, even when it means getting rid of people who do not fulfill their jobs. They can drag down the entire team.

Practice the competitive edge, then delegate. One very good way to show people you care and to recognize their abilities is to delegate responsibility to them. And once you do delegate, give them the resources to do the job, then get out of the way and let them do it. The company will keep its competitive edge as long as its people keep their competitive edge. It's your job as a leader to instill in the team the energy, excellence, execution, and enthusiasm of competitiveness. It may be your most important job and your most valuable contribution as a leader.

Recognize that the buck stops with you. Authority is lonely -- no doubt about it. That is the nature of the beast: The final decision is yours and it is up to you to make sure everyone knows it and to make sure, at the same time, that everyone knows you value the input they can provide to that final decision-making process. Seek information from formal and informal sources, but know when enough information has been gathered to make a decision. If anything, some women tend to gather more information than is necessary to make decisions; it's a reflection of their fundamental nurturing instincts to get input from all sides. Use the strength of your women's instinct for gathering wide-ranging, creative input. But teach yourself to recognize the moment when you must assume the authority to cut off discussion, and say, "Thanks, all. Now it's up to me." When you are able to do this, you are on your way to becoming a leader.

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WJM Associates is in New England

Alison Klakis has joined WJM Associates as director of business development for New England, with a special focus on companies in the Boston, Hartford and Providence markets.

Klakis, who holds an MA degree in organizational development from Columbia University, comes to WJM Associates from Straight Line Solutions, a corporate training firm that she founded. She also has held management and marketing positions with Ralph Lauren Media, Donna Karan International and Polo Ralph Lauren.

A graduate of Denison University, Klakis holds a BA degree in psychology. She is a member of the Northeast Human Resources Association.

"We've done a lot of work with clients in financial services and technology, which are prominent sectors in Boston, Hartford and Providence, so we think there's a good opportunity in those markets for us," says William J. Morin, chairman and chief executive officer of WJM Associates.

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WJM Associates offers a wide range of services designed to help organizations recruit, hire and develop top performers. To learn how we can help you, visit www.wjmassoc.com or contact Vice President Cynthia Auman at 212-972-7400 or cauman@wjmassoc.com.

WJM Associates, Inc.
675 Third Avenue, Suite 1610
New York, N.Y. 10017
Phone: 212-972-7400
Fax: 212-972-0695
www.wjmassoc.com

Enhancing Executive and Organizational Effectiveness