What is influencing
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M422InfluencingSlides.pdf
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M A S T E R L E A D E R C O U R S E M422 Influencing
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Table of Contents
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1. Title Page
2. Table of Contents
3. Convoy Narration
4. Publish and Process
5. Scope
6. ELO
7. Influence
8. 507th Maintenance Company Convoy Route
9. 507th Maintenance Company Convoy Vehicles
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Military Convoy
Play Audio
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Answer the questions in your journal.
How could the First Sergeant better influence the situation?1. Why didn’t the Company Commander follow the First Sergeant’s recommendations?2.
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Scope Often leaders ask Non Commissioned Officers to
provide input to the process that ultimately culminates
with decisions, an operational approach, or a desired
outcome that their superiors envision. In order to be
part of the decision-making process NCOs first must
be knowledgeable in the area they want to influence.
Then they must be able to articulate their
recommendations in an influential manner. At the end
of this lesson the learner will be able to show
leadership of alternatives to current paradigms through
reason and logic based on education and experience.
This lesson is meant to teach learners how to tactfully
address areas where they see need to apply their
influence. At the end of this 2 hour lesson the learner
will be able to use their education and experience as
well as knowledge gained from this lesson to extend
their influence beyond their subordinates to their
superior leadership.
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ELO
ELO 400-MLC-0420.05
Action: Show leadership alternatives to current paradigms through reason and logic.
Condition: In a group environment, given references, and collaboration.
Standard: Answer scenario questions:
1. Reviewing plans for logic and common sense outcome
2. Selecting plans for doctrinal reliability; and
3. Preparing a sketch and narrative that details the senior NCO’s suggestions for change.
Learning Domain: Cognitive
Level of Learning: Application
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Influence
NCOs influence others to accomplish missions. They have the opportunity to lead when assigned responsibility, assuming a role, or
being an informal leader within a team. NCOs motivate people both inside and outside the chain of command toward action or to
change their thinking when appropriate. Formally or informally, regardless of position or rank, all Army members can find themselves
in situations to lead and influence others. An NCO’s span of influence may range from a few to dozens of people. Their day-to-day
involvement is important for successful unit performance. They are close enough to Soldiers to exert direct influence when
observing training or interacting with subordinates during other functions.
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Further Analysis
Answer the question in your journal before selecting further analysis button.
Recall two ways in which you can ensure senior leaders respect you, accept your advice, and follow your
advice.
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Further Analysis
Senior Noncommissioned Officers (NCOs) wear many hats, perform a myriad of tasks and one of the most important is their role as
an advisor or influencer to the Commander and staff. Their advice must be reasonable, logical, doctrine based and effectively
communicated. Using these principles to create recommendations will build trust and help them to become a viable influence in
the decision making processes for their units. This trust, once established, will ensure that senior leaders will respect, accept and
follow your advice in garrison and more importantly in combat.
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507th Maintenance Company Convoy Route
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Slide 7, 507th Maintenance Company Convoy Vehicles
507th Maintenance Company Convoy Vehicles
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Further Analysis
Answer the question in your journal before selecting further analysis button.
From an influencing perspective, what could have been done to prevent this incident?
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Further Analysis
1. Identify what may be a potential bad outcome: In order to do this you must be able to recognize what might be the root
cause of a potential bad outcome. It is often easy to be distracted by the symptoms of a situation but it is essential to determine
the root cause. You can define the situation by asking yourself these questions:
Who is affected?
What is affected?
When will it occur?
Where is the potential bad situation?
Why did it occur?
Also, consider the end state that you want. How will situations look when everything is done?
2. Identify Facts and Assumptions: Get whatever facts you can in the time you have. Remember, facts are what you know about
the situation. Some good resources for facts are Army Regulations (ARs), policies, and doctrine. Assumptions are what you
believe about the situation but do not have facts to support. As a general rule, try to assume as little as possible. Analyze the
facts and assumptions you identify to determine the scope of the potential bad outcome.
3. Generate Alternatives: This is where you develop the ways to solve the potential bad outcome. Always try to develop more than
one approach. You can’t possibly identify the best solution without considering more than one alternative and these alternatives
should have significant differences. Sometimes, if time permits, include input from your peers and subordinates. This
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brainstorming promotes a faster free flow of ideas and generally can avoid rejecting promising alternatives.
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Further Analysis Continued
1. Analyze the Alternatives: Obvious, right? However, many fail to identify the intended and unintended consequences, resources
and other limitations and each alternative’s advantages and disadvantages. Be sure to consider all your alternatives according to
your screening and evaluation criteria (i.e. factors that a solution must have for you to consider it a feasible option). If a Course of
Action (COA) fails to meet your screening criteria, reject it, regardless of its other advantages.
2. Compare Alternatives: Evaluate each alternative’s cost and benefit of success. Think past the immediate future. How will this
decision change things tomorrow? Next week? Next year? Compare your alternatives simultaneously if you can. Try utilizing a
table or matrix that will lay out each COA and how each compares to the evaluation criteria.
3. Make and Execute Your Decision: To help you make a decision, it may be helpful to assign a numerical value to your criteria as
a way of ranking them. For most decisions, a quick review of the weighted criteria will be enough to reveal the best solution. Make
your decision, prepare a plan of action and put it into motion.
4. Assess the Results: It isn’t over just because you made a decision. After all, we all make mistakes. You will need to monitor the
execution of your plan and be prepared to change it as necessary. This step can be made easier by establishing critical steps or
milestones that must take place on time in order to guarantee success. Follow up on results and make further adjustments as
needed.
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Answer the question in your journal.
How will the information learned in this lesson help you in future assignments, while performing duties as a
senior NCO?
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End of Presentation
Please contact your facilitator with any questions you may have.
