Developing Key Relationships
Managing Upwards & Building
Influence
• Learning Outcomes
– Map the dynamics of their own role and relationship with
their Head of School/Area.
– Develop Strategies to build influence in key peer
relationships.
• Integrated Competing Values Framework
– Broker
Power and Politics (Gabarro and Kotter)
Scarce Resources
Wit
Politics
Person
A
Favorable
Social Activity
Person
B
Power
Will
Political
Skill
Influencing: Sources of Power and Tactics
Personal Power
Position Power
(French & Raven, 1959)
Types
Tactics
Legitimate
Legitimization
Consultation
Rational persuasion
Reward
Exchange
Coercive
Pressure
Connection
Coalitions
Information
Rational persuasion
Expert
Rational persuasion
Referent
Inspirational appeal
Personal appeal
Increasing your Upward Influence
• Sources of Position Power
– Centrality
– Criticality
– Visibility
– Relevance
Increasing your Upward Influence
• Expertise
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–
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Important in technological driven societies
Knowledge is power
Specialisation can be a dead end
Impression management
• Emotional Intelligence
Increasing your Upward Influence
• Personal Attraction
– Agreeable behavior
– Attractive physical appearance
– Likeability
•
•
•
•
•
Arguments accepted
Trustworthy
Good performance appraisals
Influence
EQ
Increasing your Upward Influence
• Legitimacy
– Your vision
– Is it congruent with the value system of the
organisation
– Generate stories, rituals, symbols which
emphasise your vision and build culture
Increasing your Upward Influence
• Effort
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–
–
–
What will benefit the boss?
What will increase your knowledge?
Effort equates to dedication and commitment.
Contribute to the group.
Managing Upward (Broker Role)
• Understand your boss
• Understand yourself
• Take Action
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Develop a compatible relationship
Develop a set of mutual expectations
Manage the flow of information
Be dependable and straightforward
Use the boss’s time and resources wisely
Managing Upwards
CEO
Manager
Counterdependence
Overdependence
Kotter (1985) Power and Influence: Beyond Formal Authority. NY. Free Press
Applying Type Dynamics: In Influencing
• Consider your own MBTI Type
• Map it against an individual in the workplace:
–
–
–
–
that you enjoy working with……
that you dislike working with…..
consider what their types may be….
does it provide any information that is useful to you that you
might use in your CC role
– consider your course team, who are the significant players,
the quiet ones, non-participative, what is the balance of type
– again, does this analysis provide any information that is
useful to you in your CC role
Networking
(Henderson R. 2005 Management Today, October, 34-36, 38-39.
• What is networking?
• What are your personal views of networking?
• How does networking influence you and your
work related outcomes?
• How had networking influenced your career
progression?
Networking
(Henderson R. 2005 Management Today, October, 34-36, 38-39.)
• “If you are not a master
networker, it is highly unlikely
that you will be an effective
leader or have any substantial
influence in your networks,
communities or workplace.” p.
34
Networking
(Henderson R. 2005 Management Today, October, 34-36, 38-39.)
• Is a skill, not something you do – skills can be
learned
– Law of Abundance
– Law of Reciprocity
– Law of Giving without Expectation
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•
•
•
Network ethically, professionally and courteously
High level communication skills
Network creation takes time, effort and sincerity
Research the kind of networks you want, goals you
want to achieve, attend events, be transparent
• Share information, talk to the whole person, give out
recognition