This section of the toolbox introduces you to the circle of influence and conversation.
As leaders, as people, we have the capacity to influence people and situations. We do this by what we say and do, but also by what we don’t say and don’t do. We know from our work on TA that much of the way we respond comes from unseen patterns of communication and systems of belonging. This is no different in the context of how we influence. Unhelpfully we often hold assumptions that to be ‘influential’ we need to behave in particular ways or have particular traits, instead of maximising on our strengths, genuineness and authenticity.
This section of the toolbox presents some alternative ways of viewing the concept of influencing. These are shared with you to make you think, not to direct you to a particular destination. Hold onto your learning so far.
Circle of Influence
According to Stephen Covey, proactive people focus on issues in the circle of influence, developing positive energy and confidence by making things happen and so gradually enlarging their circle of influence. In contrast, reactive people neglect the issues that are under their control and influence and grow increasingly bitter and frustrated as their circle of influence progressively shrinks.
Discover more about the Circle of Influence by watching the video below.
Sometimes in large organisations it’s challenging to push out beyond our current circle of influence. This may require us to feel vulnerable, needing to connect to courage and confidence within ourselves. These are not the usual kinds of things that pop up on competency frameworks, especially in the public sector. However, if we as leaders need to step out and up from where we are, then it seems that these ideas matter.
Listen to Brene Brown talking about these concepts.
Useful for
This is ostensibly a ‘White Piece of Paper’ where you visually represent your current network of influence on a sheet of flipchart paper.
This should include information on connections that are important in your world and aspirations, show where you have influence and where you need to have more influence. It might be helpful to think about who is in your circle of influence and who is in your circle of concern.
- Mapping your position in the complexity of organisational life
- Seeing the patterns of where you have influence and where you need to develop your influence
- Identifying who your allies are that can reach out and support you to extend your influence
Resource: Influence in the System
Influencing With Your Strengths
For those of you with Strengths in the Influencing domain the information in your report will clearly outline how you influence. Over the years, we have discovered that in the European countries we have worked in this tends not to be a dominant domain for many. We know influence is central to leadership, so what does that mean for you?
Whether you have strengths in the ‘Influencing’ domain or not, it is essential to consider how you exercise your influence and how not to influence people is just as important. You may have had an experience when someone is trying to be ‘influential’ by being charming, but their natural tendency is far from charming. The result was annoyance rather than influence because the person was not authentic or genuine; they were being insincere and not playing to their natural talents.
We recognise that our strengths are unique to each of us and it is important to remember that just because a talent is in a particular domain it does not mean that it cannot be applied and developed in another context. If you find that your Clifton StrengthsFinder profile is in a particular domain, for example, ‘Relationship Building’, this does not mean you lack the ability to influence. It simply means you will think in a different way to someone who has high Influencing themes.
Relationship Building
People with strengths in Relationship Building tend to keep groups together; they take care of relationships across the system and build relationships easily with people external to the team and the organisation. All of the Relationship Building strengths have this as their base. In the context of influencing, this means that your natural talent for connecting, showing interest and getting to know others is the way in which you ‘have influence’.
As one example, someone with ‘Individualisation’ instinctively notices and appreciates the unique characteristics of each person. Because you treat each person you meet differently, depending on their unique perspectives and needs, others feel you understand and care about them.
This is very different from the more charismatic approach of the person whose profile includes ‘Woo’ (Influencing). The Woo will influence through a naturally friendly approach that quickly puts people at ease. This makes others want to work with you. These strengths are influencing the person but done so in a way natural to them.
Strategic Thinking
People with strengths in Strategic Thinking will challenge others to see the big picture. This makes it easy for them to influence direction, the future, and change. All of the Strategic Thinking strengths have this as their base. With the data behind them, the Strategic Thinkers influence from a considered Adult (TA) perspective.
This means that all of your natural talent of seeing beyond the present, creating vision and learning for the future is how you ‘have influence’. This could be especially helpful in sharing the vision with people external to the system.
As one example, the more introverted person with perhaps ‘Intellection’ or ‘Ideation’ as their strength(s) will, through intellectual exploration, develop credibility, trust, and respect. This person will use their Strategic Thinking to build relationships by discussing ideas and sharing the bigger picture with their audience. This influences people by articulating the ‘why’ which is quite different to the selling of ideas through the lens of the Influencing domain. The Strategic Thinker brings a logical, evidence base to an argument, which portrays knowledge and understanding that is influential in presenting information.
This is quite different from the ‘Competition’ (Influencing) strength with a drive to win and the need for clear metrics that define success, who will seek to sell an idea or concept.
Executing
People with strengths in the Executing domain are driven by results, are highly driven and are committed. These strengths are seen to influence others by their strong work ethic and commitment; they make things happen and stay focussed, impacting positively on the team and organisation. All of the Executing strengths have this as their base. This means that your natural desire to be goal focussed and get things done can make you hugely influential in meeting targets, getting things done and delivering changes.
As one example, the person with an ‘Arranger’ Strength will influence others by clearly seeing what others can do well, who would work together, and how teams can best achieve their outcomes. This task output focussed approach engenders increased productivity and high performance with little time or effort procrastinating.
This approach will be different from the people-centred Relationship Building and Influencing domains of cultivating and developing people to maximise quality improvement and sustainability, with an emphasis on well-being and resilience of the team, yet both with the intent and purpose of achieving results and influencing behaviour.
Summary
In summary, being influential can be achieved in many ways and that the best way for you to be influential will be different than how others ‘influence’. One of the best ways to improve your ability to influence other people is to better understand your strengths and how you can positively apply them to the act of influencing.
When it comes to influencing others, instead of imitating that person and trying to be someone you are not, it is much more effective to be who you naturally are. Genuineness works and leaves you feeling true to yourself. This doesn’t mean you may not need to step up, step out and feel a bit uncomfortable in some high stakes influencing situations. Stretching the best version of you is always better than pretending to be someone you are not because you think you should.
Discover Further Thinking on Influencing
Additional Resources
Personal Reflection
Go through this section and make notes in your journal that we will come back to in the group thinking space.
Take some time to consider the following questions in light of the developing thinking in this section:
Think about what your influence is on a day to day basis; what can you do to have a more positive influence?
Think about your influence beyond your team; what can you do to have a more positive influence?
Think about your influence in the wider Allied Health system; what can you do to have a more positive influence?
Think about your influence in the wider organisation; what can you do to have a more positive influence?
Think about your influence outside the organisation; what can you do to have a more positive influence?