Create Coalitions

Think hard about whether there are people you haven't met who are likely to be critical to your success.

The first step is to be clear about why you need the support of others. Start by thinking about the alliances you need to build in order to secure your early wins.

Who are the key decision makers?

What do you need them to do, and when do you need them to do it?

Which decision makers are essential for things to move forward?

Think hard about potential blocking alliances.

Map the Influence Networks

Senior decision makers usually are influenced to a significant degree by the opinions of others on whom they rely for advice and counsel.

Ask your manager to connect you to key stakeholders. Request a list outside your group whom they think you should get to know. Then setup meetings with them.

Notice whom people go to for advice and insight, and who shares what information and news.

Try to identify the sources of power that give particular people influence in the organization.

• Expertise
• Control of information
• Connections to others
• Access to resources, such as budgets and rewards
• Personal loyalty

Opponents Resistance

• Comfort with the status quo
• Fear of looking incompetent
• Threats to core values
• Threats to their power
• Negative consequences for their allies

Understanding Pivotal People

Assess intrinsic motivators and situational pressures:

• Need for recognition
• Control
• Power
• Affiliation through relationships
• Personal growth

Crafting Influence Strategies

Consulting promotes buy-in, and good consultation means engaging in active listening.

Frame the Message - page 215

Keep in mind Aristotle's rhetorical categories of:

• Logos: making logical arguments using data, facts and reasoned rationales
• Ethos: elevating the principles that should be applied (such as fairness) and the values that must be upheld (such as culture of teamwork) in making decisions.
• Pathos: making powerful emotional connections with your audience - for example, putting forth an inspiring vision of what cooperation could accomplish.

Choice-shaping

Is about influencing how people perceive their alternatives.

Social Influence

Is the impact of the opinions of others and the rules of the societies in which they live.

The knowledge that a highly respected persona already supports and initiative alters others' assessments of its attractiveness.

People Prefer to Operate in these ways:

• Remain consistent with strongly held values and beliefs
• Remain consistent with their prior commitments and decisions
• Repay obligations - reciprocity is a strong social norm
• Preserve their reputations

Decision-making processes are like rivers: big decisions draw on preliminary tributary processes that define the problem, identify alternatives, and establish criteria for evaluating costs and benefits.