Influence

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Influence was the only tool I had. To get anywhere, the hearts and minds of the people around me had to be engaged. My last role before I started my business was a stroke of leadership genius. The Executive team recognised my willingness to “play” in spaces of deep change that others found uncomfortable. They created a position unlike any I have seen before or since. My role was to advise/recommend changes and then create the momentum to make it happen. I had no staff. I had no budget.

Nothing in my space got off the ground unless there was broad alignment. People had to be willing to invest time, energy and resources for anything to advance. I was often called on when a change project was not going well, so the starting point was often scepticism about the project.

The Big 5 I focussed on were: 

  • Genuine Care – I was deeply interested in what the impacts and benefits of the change were for the individuals and groups involved. 

  • Deep Listening - Getting a full understanding of what the change involved for everyone, including the potential risks and downsides for them was a critical ingredient. When I was listening to understand, I didn’t try to influence their position. 

  • Benefit - We collaborated on making the greatest benefit for as many people as possible. If there was less in it for some, we focussed on how the change would deliver value at an organisational level.

  • Transparency - When there were inevitable compromises to be made, I made sure everyone knew what they were and why. I doubled down on this if the compromise had a disproportionate impact on someone.

  • Deliver or Discuss - If I said something was going to happen, I worked hard to deliver. If it wasn’t possible, I always renegotiated expectations before they were due.

Often change processes are framed in adversarial terms. “On the bus or not”. People view expressed fear, additional load, or highlighted problems as resistance. More often than not, this is evidence of people caring about the result. If you can develop a shared picture of the end point, it's much more likely that people will pull together toward it. And it will build strength and connection across the team for the future.