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December 22, 2019 - January 1, 2020
Another strategy is to get your boss to connect you to key stakeholders.
power coalitions: groups of people who explicitly or implicitly cooperate over the long term to pursue certain goals or protect certain privileges.
Identify Supporters, Opponents, and Persuadables
you look for support, be sure to identify people with whom you could build alliances of convenience.
Understanding resisters’ motives many equip you to counter their arguments.
Finally, don’t forget about the persuadables—those people in the organization who are indifferent or undecided or uncommitted about your plans but who might be persuaded
focus on the pivotal people you need to influence.
assessing their intrinsic motivators.
need to assess situational pressures:
Analyzing motivations, driving and restraining forces, and alternatives
Crafting Influence Strategies
influence techniques such as consultation, framing, choice-shaping, social influence, incrementalism, sequencing, and action-forcing events.
Consultation promotes buy-in, and good consultation means engaging in active listening.
You pose questions and encourage people to voice their real concerns, and then you summarize and ...
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Framing means carefully crafting your persuasive arguments on a person-by-person basis.
As you frame your arguments, keep in mind Aristotle’s rhetorical categories of logos, ethos, and pathos.5 Logos is about making logical arguments—using data, facts, and reasoned rationales to build your case for change. Ethos is about elevating the principles that should be applied (such as fairness) and the values that must be upheld (such as a culture of teamwork) in making decisions. Pathos is about making powerful emotional connections with your audience—for example, putting forth an inspiring vision of what cooperation could accomplish.
Effective framing focuses on a few core themes, which are repeated until they sink in.
The art of effective communication is to repeat and elaborate core themes without sounding like a parrot.
Choice-shaping is about influencing how people perceive their alternatives. Think hard about how to make it hard to say no.
Broadening the range of issues or options under consideration can facilitate mutually beneficial trades that enlarge the pie.
Social influence is the impact of the opinions of others and the rules of the societies in which they live.
The implication is that you need to avoid, to the extent possible, asking others to make choices that are inconsistent with their values and prior commitments, decrease their status, threaten their reputations, or risk evoking the disapproval of respected others. If someone you need to influence has a competing prior commitment, you should look for ways to help them gracefully escape from it.
Incrementalism refers to the notion that people can move in desired directions step-by-step when they wouldn’t go in a single leap.
Sequencing means being strategic about the order in which you seek to influence people to build momentum in desired directions.
Action-forcing events get people to stop deferring decisions, delaying, and avoiding commitment of scarce resources.
You do this by setting up action-forcing events—events that induce people to make commitments or take actions.
The life of a leader is always a balancing act, but never more so than during a transition.
The uncertainty and ambiguity can be crippling. You don’t know what you don’t know.
managing yourself is a key transition challenge.
It’s common for leaders to go into a valley three to six months after taking a new role.
So look at the following list of potentially dysfunctional behaviors,
Undefended boundaries. If you fail to establish solid boundaries defining what you are willing and not willing to do, the people around you—bosses, peers, and direct reports—will take whatever you have to give.
If you cannot establish boundaries for yourself, you cannot expect others to do it for you.
Brittleness.
Isolation. To be effective, you must be connected to the people who make action happen and to the subterranean flow of information.
Work avoidance. You will have to make tough calls early in your new job. Perhaps you must make major decisions about the direction of the business based on incomplete information.
The result is what leadership thinkers have termed work avoidance: the tendency to avoid taking the bull by the horns, which results in tough problems becoming even tougher.
well-documented relationship between stress and performance known as the Yerkes-Dodson curve,
Understanding the Three Pillars of Self-Management
Pillar 1: Adopt 90-Day Strategies
Pillar 2: Develop Personal Disciplines
Personal disciplines are the regular routines you enforce on yourself ruthlessly.
Plan to Plan. Do you devote time daily and weekly to a plan-work-evaluate cycle?
Focus on the Important.
discipline yourself to set aside a particular time each day, even as little as half an hour, when you will close the door, turn off your phone, ignore e-mail, and focus, focus, focus.
Judiciously Defer Commitment. Do you make commitments on the spur of the moment and later regret them?
Whenever anybody asks you to do something, say, “Sounds interesting. Let me think about it and get back to you.”
“Well, if you need an answer now, I’ll have to say no. But if you can wait, I will give it more thought.”
Go to the Balcony. Do you find yourself getting too caught up in emotional escalation in difficult situations?
