Leadership

Strategic Leadership

Strategic Influence

MMG693

Stephen H. Lyons, M.Ed., M.M.

Meeting 4 ppt

1

Tonight’s Agenda

• Check in and report out:

• Strategic Acting Self-Assessment outcomes

• Discussion: Competencies and Mind-Set of

Strategic Influencing.

• Videos:

• Choice, happiness and spaghetti sauce. (17:30)

Malcolm Gladwell, Ted Talk (2004)

• My year of saying yes (18:44) - Open to Influence,

Shonda Rhimes, Ted Talk (2016) 2

Housekeeping

Due:

• Upload your Strategic Acting Assessment

• Learning Journal 3

• Discussion Board Posts

For next meeting:

• Read Chapter 6 Leadership Strategies for Superior

Performance in Becoming a Strategic Leader

• Read Chapter 5 in Playing to Win

• Read Chapter 5 in Small Giants

• Learning Journal assignment 4

• Discussion Board Thread

3

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Strategy As A Choice

4

Outcomes: Self Assessment –

Strategic Acting

• Assess your outcomes of the Strategic

Acting Assessment and capture your

outcomes –

• Where do you have them most strength?

• Where do you need the most

improvement?

Build your assessment into your

Professional Development Plan!

5

Influence and Power • “Influence is strategy when it is part of strategy

making and implementation efforts that are in

service of the long-term performance potential of

the organization.” (Hughes, pg. 147)

• Influence: when a person or group affects what

another person or group does or thinks

• Power: the capacity of a person or group to

influence other people or groups

• Authority: power that is formally given (position

or rule)

• Leadership: capacity to influence people to act on

their own free will in a particular way

6

Power – French & Raven (1959)

• Legitimate – This comes from the belief

that a person has the formal right to

make demands, and to expect

compliance and obedience from others.

• Reward – This results from one person's

ability to compensate another for

compliance.

• Expertise – This is based on a person's

superior skill and knowledge. 7

Power

Legitimate

Reward

ExpertiseReferent

Coercive

Power: the capacity of a person or group to influence other

people or groups

Resource: MindTools: French & Ravens Five Forms of Power.

Power – French & Raven (1959

• Referent – This is the result of a

person's perceived attractiveness,

worthiness, and right to respect from

others.

• Coercive – This comes from the belief

that a person can punish others for

noncompliance.

8

Power

Legitimate

Reward

ExpertiseReferent

Coercive

Power: the capacity of a person or group to influence other

people or groups

Resource: MindTools: French & Ravens Five Forms of Power.

• Influence is the mechanism through

which people use power to change

behavior.

• Strategic Influencing: “ways in which

leaders influence others and the ways

they can open themselves up to

influencing from others. Influence is

the channel through which thought

and action flow throughout the

organization. It’s critical to

maintaining positive traction along

the organization’s strategic path”

(Hughes et al, 2014, pg. 5) 9

It takes tremendous discipline to control

to influence, the power you have over other people’s lives

Clint Eastwood (1930)

Origin of term: Strategic Influence • Concept from military and geopolitical realm

describing a “nations ability to affect the policy

decisions of other nations and organizations through

control of information”

• Coordinated information campaigns (propaganda)

• Purpose of message is to encourage cooperation by

communicating benefits of doing so and potential

consequences of not doing so

• Can appeal to self interest, doing the “right thing”

and/or the “fear of negative consequences” 10

Sources: Adapted from Cerami, J. R. & Holcomb, J. F. (Eds.). (February, 2001). US Army War College Guide to

Strategy. Full text. Commonwealth Institute of Cambridge. & Gouch, S. L. (April, 2003). Evolution of Strategic

Influence. US Army War College. Carlisle Barracks, PA)

Strategic Influence Defined • “…how leaders engender commitment to the organization’s

strategic direction and learning and is essential to sustaining

competitive advantage in contemporary organizations.”

(Hughes et. al, pg. 145-147)

• Requires:

• Forging relationships inside and outside of the organization

• Inviting others into the process

• Building and sustaining momentum

• Purposefully using organizational systems and culture

• Demands:

• Clarity and vision

• Understanding patience and persistence

• Being “open to influence from others” 11

Source: Hughes, Colaretti, Beatty & Dinwoodie. (2014). Becoming a Strategic Leader, (2nd Edition) pgs. 145-147)

Goals of Strategic Influence

• Getting people on the same page regarding

long term goals

• Engender buy-in to ensure there is

commitment not simply compliance

• Manage and shift the allocation of

resources to support “strategic intent”

• Ability to share insights and observations

both up and down 12

Adapted from: Hughes et al (2014), Burke, A. (2016) What is strategic influence? Small Biz Chronicle and

Hughes, Colaretti, Beatty & Dinwoodie. (2014). Becoming a Strategic Leader, (2nd Edition) pgs. 145-147)

Nine Tactics of Influence (Hay Group)

1. Empowerment: making others feel valued by

giving them praise

2. Interpersonal awareness: identifying other

people’s concerns

3. Bargaining: gaining support by offering to

exchange favors or resources

4. Relationship building: taking time to get to know

others personally

5. Organizational awareness: identifying and getting

the support of key people 13

Nine Tactics of Influence (Hay Group)

6. Common vision: showing how one’s ideas

support the organization’s goals

7. Impact management: presenting ideas in such a

way as to gain people’s support

8. Logical persuasion: using logical reasons, facts,

and data to convince others

9. Coercion: using threats or pressure to get others

to do what you want.

14

Competencies

Scanning

Visioning

Reframing

Making common sense

Systems Thinking

Mindset

A collective process about the

present, not just the future –

both artful and analytical

Strategic Thinking

Source: Hughes (2014) pg. 72

15

Competencies

Act decisively in the face of uncertainty

Foster agility

Create alignment by setting clear strategic priorities

Mindset

Only some actions are strategic

Both short-term and long-term

An opportunity for learning

Always involve uncertainty

Strategic Acting

Source: Hughes (2014) pg. 123

16

Competencies

Building Trust

Managing the political landscape

Foundry spanning

Involving others

Connecting at an emotional level

Building and sustaining momentum

Mindset

Requires more than persuasion

Is far reaching

Requires being open to influence

Starts with a hard look at yourself

Strategic Influence

Source: Hughes (2014) pg. 149

17

Strategy is more than persuasion

Ask!

• What are they thinking?

• Will they agree with my ideas?

• What objections might they raise?

• What do they hope to accomplish?

• What piece of my thinking is new for

them?

• What are they hoping to hear? 18

Persuasion vs manipulation 1. The intent behind your desire to

persuade that person,

2. The truthfulness and transparency of the

process, and

3. The net benefit or impact on that person

• Manipulation implies persuasion with the

intent to fool, control or contrive someone into

doing something, believing something or

buying something that that leaves them

harmed or without benefit 19

4 essential steps for effective persuasion

1. Establish credibility

• Communication, expertise, integrity, strong emotional

character

2. Frame from common ground

• Effective persuaders must be able to describe their

positions and illuminate advantages – identification of

shared benefits

3. Provide evidence

4. Connect emotionally

• No effort to persuade can succeed without emotion,

but too much can be as unproductive as too little. 20

Adapted from: Conger, J. A. (1998-Classic). The Necessary Art of Persuasion HBR.

“People do not know what they

want”

21

Why organizations don’t learn • “Virtually all leaders believe that to stay competitive, their

enterprises must learn and improve each day”

• Because organizations focus too much on success they

• Take action too quickly

• Try too hard to fit in

• Depend too much on experts

• Challenges

• Fear of failure

• A fixed mindset limited ability to learn – focused on performing

well

• Overreliance on past performance: less open to acquire new skills

• Attribution bias - ascribe success to hard work, brilliance rather

than luck and blame failures on bad fortune 22

Sources: Gino, F. & Staats, B. (2015). Why organizations don’t learn. HBR and Gino, F. & Staats, B. (2011). Why leaders don’t

learn from success. HBR and Ryan, J. (2010). Accelerating Performance. Center for Creative Leadership

Boundary Spanning

Formal vs Informal Structures • Formal: Organizational Chart

• Reflects reporting hierarchy – top

down.

• Positional power

• Roles and responsibilities – job title

• Informal:

• Appears to ability to lead, direct or

achieve without positional power

• Could be based on knowledge or

experience

• Personality

• Trust

23

CEO

Director of Operations

Operations

Director of Sales/Marketing

Chief Financial Officer

Director of Operations

Human Resource/OD

Research and Development

Adapted from: Pielstick, C. D. (2000). Formal vs Informal Leading: A

Comparative Analysis. Journal of Leadership Studies 7(3) pp. 99-114

Organizational Boundaries

24

Vertical Horizontal Stakeholder

Demographic Geographic

Shared Vision • “The single defining quality of leaders is the capacity to

create and realize a vision” (Bennis, 1993, p. 216)

• Leaders does not impose, buy may initiate, the vision.

• Shared vision comes from:

• Shared needs, values, belief and purpose and emerges from

“fundamental wants and needs, and values of the followers.”

(Burns, 1978, p. 4.)

• Vision, values, beliefs and ethics create meaning and are

“one of the most potent shapers of behavior in

organizations.” (Wheatley, pg. 134) 25

Adapted from: Bennis, W. G. (1993) Managing the dream: Leadership in the 21st Century. & Pielstick, C. D.

(2000). Formal vs Informal Leading: A Comparative Analysis. Journal of Leadership Studies 7(3) pp. 99-114,

Burns, J. M. (1978). Leadership and Wheatley, M. J. (1996). Leadership and the new Science.

STRATEGY

STRATEGY

STRATEGY

STRATEGY

In the White Space

26

• Formal and informal structures

• Development of new connections

• Breaking down walls

• Upward influencing

• Multiple perspectives

Human Resources

SymbolicPolitical

Structural

Ground Figure Relationships

27 Sky and Water (1938)

M. C. Escher (1898-1972)

Malcolm Gladwell: Choice,

happiness and spaghetti (18:15)

28

Also see: Gladwell, M. Summary of The Tipping Point: How little

things can make a big difference. & How to Start a Revolution.

Malcolm Gladwell: Choice,

happiness and spaghetti (18:15)

29

Also see: Gladwell, M. Summary of The Tipping Point: How little

things can make a big difference. & How to Start a Revolution.

Developing Your Strategic

Influence Capability • Build trust

• Manage the political landscape

• Engage in “boundary-spanning

practices”

• Involve others

• Connect on an emotional level

• Build and sustain momentum 30

Essential Behaviors • It is as important to be open to influences as it is to

influence others

• Ongoing collaborative learning essential

• Communicate openness

• Strategic influences starts with a hard look at yourself

• Manufacture linking in critical relationships

• Promote familiarity

• Foster bonding

• Leverage the likable

• Identify the

• Protect them

• Position them strategically

• Reform/Remove jerks 31

Resource: Casciaro, T. & Lobo, M. S. (2005). Competent Jerks, Lovable

Fools, and the Formation of Social Networks. HBR: On Point.

Management Jenga • 54 Blocks

• 18 Levels to start

• Record: 1985 41 ¾ levels

• Work in pairs – Goal is the highest number of

levels

• Official Instructions: Once the tower is built, the person who

built the tower gets the first move. Moving in Jenga consists

of taking one and only one block from any level (except the

one below the incomplete top level) of the tower, and placing

it on the topmost level to complete it. Only one hand should

be used at a time when taking blocks from the tower. Blocks

may be bumped to find a loose block that will not disturb the

rest of the tower. Any block that is moved out of place must

be returned to its original location before removing another

block. The turn ends when the next person to move touches

the tower or after ten seconds, whichever occurs first.

32

Summary: Strategic Influence

• Become clear about your

passion: know yourself

• Be deliberate about building

relationships

• Reflect to understand and

invest in “un-natural

relationships”

• Keep your credibility intact. 33