Using High Powered Influencing Techniques

Now that we’ve looked at eight different techniques for influencing others, I’d like to share two examples to illustrate how powerful these methods are when used properly. The first is an example of collaboration that I experienced as a customer service manager for the Travelers back in the 1990s. I had team of customer service representatives who wanted to have a four-day workweek rather than the traditional five eight-hour day schedule. I got my boss to agree to a pilot (a great way to a new idea in motion – propose it as a “pilot,” so it can be more easily abolished if it fails). I decided to turn the scheduling over to the team, since the employees were the ones who wanted the program. I collaborated with them and they with each other to create a schedule that everyone could at least live with, if not be excited about. It worked beautifully. They knew that I was taking a risk turning over the decision making to them and that this was an opportunity for the team. They were highly motivated to do it right. They hashed the schedule out, making sure we had adequate coverage at all times. Taking a hands-off approach, I was supportive, yet couldn’t be blamed for the schedule.

Unfortunately, in the second case, I was not so brilliant. While at the Travelers, we created a new auditor position for customer service. As you can imagine, this was not a popular initiative with the staff, although everyone understood the need for such a program. The other customer service managers and I decided to select the first auditors from our teams, rather than post the positions as usual. The person would fill the role of auditor for only six months, to avoid being typecast and to give others the opportunity to take the position. I had a very detailed and knowledgeable employee in mind who I approached for the position. Knowing she knew all about the role, without much discussion I asked her if she was interested. She turned me down flat. I was stunned. She was typically very agreeable and supportive of the team. I chose another person and sometime later asked the first employee why she had not accepted my offer. She essentially told me, without using these terms of course, that I had failed use reasoning or acknowledging with her. In my haste to fill the position, I never explained to her why I had selected her, how well she had done thus far in the department, and how good I thought she would be in the role. What an eye-opener this was for me! Thank heavens I’d at least had enough sense to ask her about this, because my type A personality was quite strong at that time and I needed to hear this feedback. People respond to acknowledgement and praise, and it’s so easy to give! In this case, it was essential to offer, having cost me my first choice in that critical new role.

Take the time to consider the influencing techniques and don’t be afraid to employ them. You may be pleasantly surprised to discover how much easier things can be.