Influence without
Authority:
Optimizing your Leadership as a Business Analyst
Cindy Casebolt, PMP
IIBA Professional Day
Columbus, Ohio
September 13, 2013
Agenda
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What is influence?
Why is it important for business analysts?
What are techniques to increase your influence?
Further Reading
Q&A
Influence Defined
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Influence is the ability of one person to affect the
behavior of another.
Why is it important for business analysts to influence
their project teams and stakeholders?
Influence as a Leader
MANAGING REQUIREMENTS
- Goes in the direction of the
present vision
- Solves problems and brings
order
LEADING REQUIREMENTS
- Has a vision, inspires followers
in pursuit of that vision
- Uses power for influence and
brings people along
- Finds problems to solve
- Uses available rewards and - Seeks opposing views to
human motivations
identify options
- Manages conflicting views - Brings chaos to an
by finding compromises
organization in pursuit of a
vision
•Doing the Right Thing
•Doing Things Right
Techniques for Influence
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Understanding personalities
Mapping social networks
Choosing influence tactics and desired outcomes
Identifying and modifying “vital behaviors”
Understanding
Personalities
Understanding
Personalities
• To influence “D” type people…
o Connect with the bottom line and show how the team will “win”
• To influence “I” type people…
o Show them recognition and approval of their work
• To influence “S” type people…
o Show them how they can support others and the team
• To influence “C” type people….
o Give them clarification and complete understanding, consistency
Understanding
Personalities
• To increase your influence as a “D”…
o Stop, relax and take time to connect with your team
• To increase your influence as an “I”…
o Use a time management system – keep work along with fun
• To increase your influence as an “S”…
o Take a few risks – do something unpredictable
• To increase your influence as a “C”…
o Learn to trust and put the emphasis on people
Mapping Social Networks
“Trafficking in Trust: The Art and Science of Human Knowledge Networks”
Karen Stephenson, Ph.D., “Social Anthropologist”
http://www.drkaren.us/pdfs/chapter15.pdf
Exercise: Social Network
http://connectedness.blogspot.com/2005/04/pulse-taker-by-karen-stephenson.html
Influence Outcomes
• Commitment
• Compliance
• Resistance
While in the real world, compliance may be the
appropriate outcome from time to time, your
effectiveness depends on your ability to get
commitment from the key departments across the
organization.
Source: Richard Lepsinger, OnPoint Consulting
Proactive Influence Tactics
Level of Effectiveness
Tactic
Definition
Most Effective
Rational Persuasion
Using logical arguments and factual evidence to show that a request or proposal is feasible and
relevant for important task objectives.
Most Effective
Inspirational Appeals
Appealing to a person’s values and ideals, or seeking to arouse the person’s emotions, to gain
commitment for a request or proposal.
Most Effective
Consultation
Asking the person to suggest improvements or help plan a proposed activity or change for which
the person’s support is desired.
Most Effective
Collaboration
Offering to provide relevant resources or assistance if the person will carry out a request or
approve a proposed change.
Moderately Effective
Apprising
Explaining how carrying out a request or supporting a proposal will benefit the person personally
or will help to advance the person’s career.
Moderately Effective
Ingratiation
Using praise and flattery before or during an attempt to influence someone to carry out a request
or support a proposal.
Moderately Effective
Personal Appeals
Asking the person to carry out the request or support a proposal out of friendship, or asking for a
personal favor before saying what it is.
Moderately Effective
Exchange
Offering something a person wants, or offering to recriprocate at a later time, if the person will do
what you request.
Least Effective
Legitimating Tactics
Establishing the legitimacy of a request or verifying that you have the authority to make it.
Least Effective
Coalition Tactics
Enlisting the aid of others, or using the support of others, as a way to influence someone to do
something.
Least Effective
Pressure
Using demands, threats, frequent checking, or persistent reminders to influence someone to do
something.
Source: Richard Lepsinger, OnPoint Consulting
Influencer: The Power to
Change Anything
• Identify 2-3 “Vital Behaviors”
• Six Sources of Influence
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Values
Skills
Support
Teamwork
Incentives
Environment
Ron McMillan: For Powerful Change, Change Behavior
http://www.youtube.com/watch?v=8ZWfXbGznGw&list=PL114AB9079C66B3C9
Exercise: Vital Behaviors
With a partner, reflect on the video and try to
determine 1-2 “vital behaviors” on your project
team which, if modified, would do one or more of
the following:
o Increase quality of requirements gathered
o Increase traceability of requirements
o Increase effectiveness of scope management
Further Reading
Questions?