THEORY 90

SOURCES OF INFLUENCE

HOW TO USE IT (1) – INFLUENCING AN INTERVIEW PANEL

• First impressions count. In order to survive, our ancestors had to make instantaneous judgements about strangers they came across in a jungle clearing. The only information our ancestors had was how the person looked. The more they were like them, the safer they felt. That trait has stayed with us. Interviews are won and lost in the first 90 seconds. Find out the organisation’s dress code in advance and arrive suitably attired.
• Find out what the organisation is looking for. Check the advert, job description, person specification, website and talk to anyone you know who works there. Having identified the traits and skills required demonstrate them in the interview and the rest of the selection process (see Theory 11).
• If you look uncomfortable and nervous the panel will pick up on it. Relax and smile (but not like a deranged serial killer) and be approachable. Remember, it’s how you are perceived that’s important not how you feel (see Theories 11 and 16–19).
• People want what they can’t have. Think of the interview as a first date. Put your best attributes on show, but make it clear that you possess other assets as well. Convince the panel that your unique talents won’t be found in any other candidate.
• People are impressed by expert knowledge especially when it’s unexpected. The best way to demonstrate this is to do your homework about the organisation and ask one or two searching questions about its operations.

QUESTIONS TO ASK

• Who is going to be on the interview panel? What can I find out about them from friends, contacts or via the internet/social media such as LinkedIn?
• Based on what I know about the interviewers, what characteristics should I emphasise/minimise?

HOW TO USE IT (2) – INFLUENCING YOUR BOSS

• You can also use the sources of influence listed above with your boss. But you need to change your tactics and remember that they may know more about power and influence than you do. So be subtle.
• Don’t try and imitate your boss – it will only annoy them.
• Your boss will value specific jobs or functions that you perform more highly than others. Find out which these are and make sure you deliver them to a high standard
• Don’t present your boss with a major change or initiative out of the blue. Keep them informed about anything you are working on, ask their advice – even if you don’t need it – and keep them in the loop.
• Become invaluable to your boss. Often senior managers don’t like getting involved in the detail. Identify an area of work that your boss is weak in and become the house expert on that issue. Brief your manager in a language they understand but never let on that you know more than they do.
• Be willing to exchange favours with your boss, but don’t let this become a one-way route. If they want something, make sure you get something in return. No one likes a lickspittle.
• Listen to your boss even if they bore you about their wonderful shot to the fifteenth green. People like people who are interested in them.
• Be willing to take on any good ideas and suggestions made by your boss but critically evaluate each suggestion. If you need to challenge their proposals present your objections, in private, as a series of alternative approaches for discussion rather than a direct challenge.

QUESTIONS TO ASK

• What beliefs, common experiences, interests or traits do you share with your boss? How can you use these to your advantage?
• What traits in staff does your boss most admire/look for?

HOW TO USE IT (3) – INFLUENCING YOUR STAFF

• If you use power to compel your team to complete a task they will say that ‘The boss made us do it’; if you use influence they will say ‘We did it’. Only use power if influence fails.
• Lay the groundwork for using influence by establishing good working relationships with your staff (see Theories 7 and 26).
• Identify those things that you have in common with your staff. These may be a love of football or films, brought up in the same area, went to similar schools, shared training experiences etc.
• Show an interest in the opinions and views of staff and praise their insights.
• Let staff play some part in any decision-making process that affects them, even if this just involves leading them through the decision-making process that you followed and asking them for their opinions at each stage (see Theory 26).
• You should know what motivates your staff (see Section 3). Use this knowledge to present your case in the form that will be most attractive to them.
• Explain how important their acceptance of the idea is to you and how special and unique the offer is that you are making to them.
• Use any status that you have as an expert to sway their thinking.
• Remember you will achieve greater success if you offer the person a win–win solution (see Theories 31 and 92) and there is nothing unethical in using a bit of transactional leadership to get someone onside (see Theory 15) or creating an in-group you can rely on for support (see Theory 20).

QUESTIONS TO ASK

• What leverage/approach can I use with each member of staff?
• Are there specific individuals whom I need to get on board?