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Search results for 'influence'

17
Jun

INFLUENCE

Getting Results Through Influence and Persuasion

Spheres

The ability to influence others is a key factor in how successful you are. Influential people change how people think and what they do by forging an emotional connection with them. But the most influential people don’t just change behavior; they also shift mindset. For example, Steve Jobs and Steve Wozniak changed our mindset about the roles of personal computing in our lives, and George Lucas and Steven Spielberg shifted our mindset about what film could do.

This course gives you tools to gain more influence and be more persuasive on and off the job. It includes a formula for cultivating influence and persuasion, helps you motivate an audience, and improves your ability to communicate persuasively!

Course Description:

Persuasion

 

This course will provide the essential skills and development opportunities to enable you to be more confident, influential and persuasive. In this fast-paced, hands-on and interactive course, you will understand the role of influence and persuasion and how to use these skills to gain approval and support and build collaborative relationships.

 

 

 

 

Participants will get tools to:

  • Understand what influence and persuasion areAuthentic
  • Create Spheres of Influence
  • Utilize the Influence-Persuasion Formula
  • Understand Your Audience
  • Communicate Persuasively
  • Apply the course materials to an actual situation
  • Work a case study throughout the course

Learn how to enhance your ability to influence and persuade others through our Getting Results Through Influence and Persuasion workshop.
Contact Karen Sladick at (205) 907-5170 or Karen@organize4results.com to schedule your workshop toda

24
Sep

Be Persuasive When You Hear “No!”

No matter how persuasive you are, sometimes a customer or manager is going to say, “No.” If that happens, don’t give up. Countering objections starts before you even meet with the person. Part of succeeding at persuasion is anticipating objections and deciding how you will address them.No

Be Prepared

  • When you are preparing your presentation, allow time to brainstorm all possible objections that might arise. The more time you spend here, the easier it will be to handle them during your meeting.
  • Decide how you will respond to each objection. Generally, you want to focus on the benefits of your product or service that mitigate or eliminate the objection. For example, if you know that cost will be a problem, prepare a cost-benefit analysis that justifies the expense.
  • Keep in mind, most people make buying decisions based on their emotions, which you communicate with the benefits offered by your product and service. Focus on what the person gains and what they avoid with what you offer. The stronger the benefits, the easier it is to overcome objections.

Listen

  • If you hear an objection, probe for the reasons. Price? Service? Product features?
  • Ask leading and open questions to dig deeper for the source of the objection.
  • Listen closely to what you hear and avoid becoming defensive. As I teach in my Getting Results Through Influence and Persuasion workshop, fully understanding an objection gives you ammunition for countering it.
  • When you believe you understand the issue behind the objection, ask for confirmation that you are correct. Even if the person agrees that you understand, ask if there’s anything else. This may open a new line of inquiry that reveals additional reservations you must address.
  • If you are unprepared to counter an objection, ask if you can return after you do some research.

No one wants to hear a rejection or objection. If this happens to you, be prepared to address it and know how to respond. Check out my Getting Results Through Influence and Persuasion workshop for more information.

10
Sep

Seven Tips to Become a Politically Savvy Manager

Most people view workplace politics as something to be avoided since it can be manipulative and even unethical in practice. However, workplace politics is not inherently bad; its bad reputation comes from how people use it. In fact, if you want to succeed as a manager and leader and be positively productive, you must understand how things get done and who has the power to make things happen. Politically savvy leaders know what power they have, when to use it, and who to rely on for support. They understand how to navigate the organization, accomplish goals, and deliver results. Here are some tips to help you in the political arena.shutterstock_121207279

  1. Get to know the people you manage. What motivates them? How do they prefer to work—alone or on teams? Cultivate their strengths and strengthen their weaknesses.
  2. Form mutually supportive relationships with your peers. Look for ways you can support others and offer guidance, advice, and assistance.
  3. Pay attention to the decision makers in your company and learn how they exercise their influence within and outside the organization.
  4. Plan your career two or three steps ahead and find out what you need to do and who you need to meet to reach your professional goals.
  5. When you make a mistake or misstep, apologize, fix it, and analyze the situation to determine what went wrong, so you can avoid the same pitfall in the future.
  6. Be considerate of how you communicate. Think about the effects of your words before you speak. How will people respond? Is there a better way to express yourself?
  7. Be positive and upbeat. Generally, those who exercise negative politics—the gossipers, the back-biters, the manipulators—have a negative reputation around the office. Position yourself on the opposite side by always being courteous and pleasant and refuse to be sucked into their petty games.

Start thinking about office politics as a positively productive means to achieve organizational and professional goals. Understand how it works in your organization and use the information to improve. Check out my newest program Getting Results through Influence and Persuasion for more help.

13
Aug

Workplace Relationships and Leadership

Effective leadership requires you to build good relationships with people up, down, and across your company. The more responsibility you have, the more important your relationships become for your long-term professional success. Here are some tips to help you deepen your workplace relationships.Authentic

  • Be collaborative. A report by ESI International showed that more than 65% of workers surveyed believe that personal and organizational performance would improve if teams worked more collaboratively. Collaboration is a willingness to set aside your personal preferences and biases and work together with others for a common goal. If you disagree with tactics, you accept that everyone has a prefered way of working and as long as everyone is headed in the right direction, others can contribute in their own way without criticism.
  • Be transparent. Transparency requires honesty and assertive communication skills. Speak up if something happens that affects your team or deliverables and accept accountability by admitting mistakes and acting to remedy them. This demonstration of leadership deepens your influence with others and improves your ability to be persuasive. (See my program Getting Results through Influence and Persuasion for more information.)
  • Be a people person. Get to know people as individuals and interact with them one-on-one.Forge lasting relationships with people by relating to each person as an individual with a life and interests outside work. Be willing to share information and offer to help if you see someone struggling.

Building effective workplace relationships enhances your perception as a leader, broadens your influence throughout your organization, connects you to new sources of opportunities and information, and gives you access to new resources.

 

23
Jul

Tips for Persuasive Presentations

Getting in front of a customer is just the first step in selling your products and services. You need to be persuasive and entice them to say “Yes!” You can only do this if you stop focusing on what you offer and start focusing on why they need it! Always remember, you are selling benefits, not features. Here are some tips from my newest onsite workshop, Getting Results through Influence and Persuasion.shutterstock_75645997

  • Tell stories. You want your presentation to grab attention, overcome objections, show the value of your product and service. Persuasive presentations are more compelling when you use anecdotes and stories to help your customer experience specific results that resonate with them on an emotional level. Stories that touch our hearts are one of the fastest ways to persuade.
  • Use facts and numbers for credibility. Your presentation requires concrete, verifiable evidence, such as statements and research from experts, facts and statistics, and specific, relevant examples. Back up every assertion with sound, qualified sources that make sense for the customer.
  • Persuade with benefits, not features. To communicate persuasively, use features, but always tie them to the benefits they deliver and tie those benefits to the customer’s values, interests, and beliefs. A feature is a characteristic of something; a benefit is what the feature provides. People are persuaded by benefits and then use features to justify their decision!

Persuasion is a skill that needs to be learned and practiced. Use visualization to rehearse possible responses, anticipate questions that others may have, and plan how to respond. Check out my newest onsite workshop, Getting Results through Influence and Persuasion.

26
Jun

Are You Recognized as a Leader?

Being recognized as a leader doesn’t just happen for most people. You must present yourself as a leader, demonstrate your leadership strengths, and be willing to take on the responsibilities of leadership. If you’re ready to step up to a leadership role, here are some tips to make the transition easier.jet medium

  • Talk to your manager about your desire to take on more leadership responsibility. Show that you have the big picture in mind and are eager to increase your contributions to organizational success.
  • Discuss your career goals and why increased responsibility supports these goals. Be assertive about asking for additional training opportunities that strengthen your leadership skills.
  • Grow your influence. When you have influence, you get people to support you without having to use force, power, or authority. Influential people change how others think and what they do by forging an emotional connection with them. (Send me an email Karen@organize4results.com to receive information about my newest workshop, Getting Results through Influence and Persuasion.)
  • Grow your network. The more people you know and who know you, the more opportunities you have to demonstrate your leadership ability. The relationships you develop with those inside your organization and within your field of expertise can open doors to information, lead to career advancement, and enhance your reputation. See my blog post Networking Made Easy for more information.

Taking on a greater leadership role is exciting and challenging. It may take a while for others to view you in your new role, but with patience and persistence, you will succeed and gain the recognition you have earned.

 

11
Jun

Help Your Team Handle Change

Change is frightening for most people who feel vulnerable and uncertain. As a manager and leader, your employees look to you for guidance and direction during times of change. They take their lead from you about how they should think, feel, and behave about the change and its impact on their jobs. Here are some tips to help you lead your team in times of change.shutterstock_98421482

  • Focus on the people issues. As part of effective change management, the “people issues” must be addressed. Acknowledge the uncertainty and anxiety that your employees are experiencing, especially if their roles are changing, or they must learn new skills. Explain the reasons for the change and encourage questions. Listen, discuss, and answer.
  • Identify cheerleaders. Early adopters are eager to embrace the change and are enthusiastic about it. These employees may be younger team members, especially Generation X and Millennials, who tend to embrace change more readily than older employees. They are champions for the change and can influence other employees who may be reluctant or resistant.
  • Handle criticism and skepticism head-on. People who are skeptical about change can be hard to convince since they view change as threatening. They can be critical of not just the change, but how it is being implemented. Don’t wave aside their feelings or criticism; be prepared to address it. Focus on the benefits of the change, keep two-way communication open, and make it safe for them to express their reservations about the change. Reinforce any signs of cooperation from them. See my blog post How to Recover from Negative Criticism for more information.

It is natural to expect a decrease in productivity until employees become familiar and comfortable with a change. Give them time to adjust, make training readily available, and reward those who take advantage of opportunities.

19
Jun

Help Your Staff Handle Change

Helping your staff cope with change can be challenging since most people tend to resist change. Often, they believe it negatively affects them or their ability to do their jobs. Yet, this is the very time when we need them to support us and get behind the changes.shutterstock_78986359

  • Clarify Expectations

Take time to meet with employees and clearly describe how the change is to be implemented and what their roles are in a successful implementation. Explain how current workload will be affected and your expectations about deliverables and performance.

  • Keep Communication Open and Frequent

You want your team to feel free to voice their opinions and ask questions. This provides you with valuable information about where additional information and explanation are needed and where you can expect resistance to the changes. While there may be elements of the change you cannot discuss for confidentiality reasons, be forthcoming about why you can’t talk about it.

  • Gain Support from Early Adopters

Early adopters are people who like change and eagerly embrace it. They see change as an opportunity. Often these people have great influence, and they can encourage other employees to be supportive.

  • Recognize and Reward

Now is the time to acknowledge all successes, even the smaller ones. Your team needs to know that their efforts are important and that they matter. Host a small, special event, such as a breakfast or ice cream party, to give people a time out and a reason to keep going. A little acknowledgement goes a long way.

Change is hard for most people since it forces them to come face-to-face with uncertainty. It endangers their sense of security, so as their leader, you need to do everything you can to minimize the negative affects and encourage your team to identify and embrace the opportunities the change offers.

See my blog post Motivate Employees for Results for more information you can use.

 

13
Dec

Manage Stakeholders

Every project has stakeholders–people who have a vested interest in the project either succeeding or failing. A critical mistake in project management is failing to communicate regularly with your stakeholders. Here are some tips to help you.

  • Identify your stakeholders and what you need from each. Consider people who will be affected by the project, who can influence the outcome, and who can advocate for the project.
  • Prioritize stakeholders from high to low priority. High priority stakeholders have power and/or influence over the project and are key to its success.
  • Decide who on the project team will have responsibility for managing stakeholders since you may only have the bandwidth to manage the high priority ones. Match project team members with lower priority stakeholders.
  • Meet with each stakeholder to go over the project and its objectives, discuss their expectations for the project, and learn their preference for status updates–frequency, mode of communication, and so on. Introduce the member of the project team who will be the stakeholder’s primary contact if it isn’t you.
  • Make sure team members understand when and how to communicate with their assigned stakeholders and set up a schedule of status reports to you on how the process is going. Immediately take action if you see a problem so it doesn’t grow into an obstacle for the project or jeopardize the outcome.

A stakeholder plan can build positive, productive relationships with key stakeholders and help you manage their expectations about outcomes. Keep in mind that this is a ongoing, critical part of your project and must be controlled to ensure a good result. See my blog post Quick Tips for Project Success for more information.

28
Apr

Networking for Results

When it comes to networking, size matters. Networking success requires us to build mutually supportive relationships and that requires an investment of our attention, time, and effort. If your network is too big, it becomes impossible to effectively use it; if it is too small, you restrict business opportunities. Like the story of Goldilocks, you want to build a network that is just the right size.shutterstock_120558493

  • What is the maximum number of connections you can comfortably support? If you want to do it yourself, experts believe that most people can handle between 150 and 250 relationships in a meaningful way. If you want to be a super networker and connector, you will need help managing the numbers!
  • Choose a variety of people to add to your network. Go beyond your industry and form relationships with professionals in noncompeting businesses. This gives you access to new resources and new, potential opportunities.
  • Make connections. Malcolm Gladwell in The Tipping Point calls out what he refers to as “Connectors.” They are the six-degree-of-separation people who can connect you to just about anyone. You don’t have to be a super connector like the people Gladwell mentions in his books; rather, just be open and willing to help others by connecting them with people you know. The more bridges you build between the people in your network, the stronger your influence.

Think quality, not quantity when it comes to networking. Visibility counts, so show up and be present. Commit to devoting a certain amount of time to cultivating relationships to ensure your networking is rewarding—and fun!

Hate the thought of networking? See my blog post Networking Tips for Shy People.