Want to be more influential at work? Influence allows us to get others to buy into our ideas and take action. When done well, it can boost your career, increase your effectiveness, and help you achieve your goals.
Here are some tips for ethically influencing others at work, shared in our latest Power Half-Hour session. Our tips are based on research by Gary Yukl, a professor at the State University of New York at Albany.
Yukl's research identifies nine influence tactics. Some of these are 'hard' tactics, which tend to be more direct and assertive. Others are 'soft' tactics, which rely more on building relationships and appealing to emotions.
- Requests: Simple, direct asks, such as, “Could you please call Frank and let him know that Sharita can’t attend the meeting?" Requests are effective in emergencies or when time is of the essence but can come across as bossy if overused.
- Legitimating: Using rules, policies, or your authority to support your request. You might say, “The CEO has asked me to look into how we can all make sure we absorb more learning. So, I’m asking for your input” This tactic is useful when you need to enforce compliance, but it can be perceived as inflexible.
- Coalition: Getting others to support your request, like saying, “Raya and I both think it would be really good to attend the development session”. Coalitions are helpful when you need to build consensus, but be careful not to pressure people into agreeing with you.
- Rational Persuasion: Using logic and reason to support your request, such as presenting data or explaining the benefits of a particular course of action. An example might be, “Given the data available, the most logical approach is X”. This tactic is particularly effective when you are dealing with analytical people. However, too much logic and data can feel impersonal.
- Socialising: Using praise, flattery, or friendly conversation to build rapport before making a request. For instance, “You know, when we’ve worked together before, I’ve just really loved how kind you are to people, how you really support their learning and their development. With that in mind, it would be great if you could launch a company-wide initiative to get people to buy into learning more.” Socialising can be helpful for building relationships but avoid being insincere or going overboard.
- Exchange: Offering something in return for the other person's cooperation. This could involve trading favours, offering to help with a task, or providing access to information. You could say, “If you participate in this survey, I’ll share the aggregated results with you so you can improve your next presentation.” This approach is often used in negotiations, but ensure you are offering something of genuine value.
- Personal Appeals: Asking for a favour based on friendship or a past relationship. This is best used sparingly and only in situations where you have a strong relationship with the other person.
- Consultation: Involving the other person in the decision-making process by seeking their input and feedback. Even if you don't ultimately take their suggestions, consultation makes people feel valued and heard. For example, "My suggestion is to arrange the room by putting the tables to the side, but what do you all think as a group?” While effective, consultation can be time-consuming, so save it for important decisions.
- Inspirational Appeals: Appealing to the other person's values, ideals, or emotions. This is most effective when you have a good understanding of what motivates the other person. For example, “I remember a conversation we had a while ago where you were talking about how much you care about young people. We have an exciting new project coming up working directly with young people, and I think you’d be a great fit.” This tactic can be very powerful, as it creates a sense of shared purpose.
- Choose the Right Tactic: Think about your workplace culture and the specific situation. In some cases, a direct request might be the best approach. In others, you might need to use a more subtle approach.
- Be Authentic: Don't try to be someone you're not. People can usually spot insincerity, and it will damage your credibility.
- Be Transparent: Be upfront about what you are asking for and why. Don't try to manipulate people into doing something they don’t want to do.
- Focus on Building Relationships: The more you connect with your colleagues on a personal level, the more likely they are to be receptive to your ideas.
To make this as useful as possible, think about your work environment. Which influence tactic do you think would work best for you, and how can you use it in a way that feels true to your style?
