Influencer Influence Challenge THE THREE KEYS TO INFLUENCE 1. - - PowerPoint PPT Presentation

Influencer

Influence Challenge

THE THREE KEYS TO INFLUENCE 1. Focus and measure 2. Find vital behaviours 3. Engage all 6 sources of influence

KEY 1: Focus and measure Identify the results you want to achieve

An effective result should be smart:

KEY 1: Focus and measure

KEY 2: Find Vital Behaviours

Influencers start by focusing on behaviour:

DEFINITION - behaviour: An action taken by a person that is specific,

• bservable, and repeatable
• Behaviours are actions, not results
• Behaviours are actions, not qualities or characteristics

KEY 2: Find Vital Behaviours

PROBLEM The ultimate goal of influence is to change

behaviour, yet most aspiring influencers have no idea what behaviours they are actually trying to change

SOLUTION Focus on and change vital behaviours – the

smallest number of behaviours that create the greatest amount of change in the results you want

Strategies #1. Identify crucial moments #2. Select vital behaviours

KEY 2: Find Vital Behaviours

#1. Identify crucial moments

Definition – Crucial moment: The point in time where the right behaviour, if enacted, leads to the result you want Crucial moments can be:

• Circumstances
• Times
• People
• Places
• Emotions

** Mistakes can be seen as crucial moments

KEY 2: Find Vital Behaviours

#2. Select vital behaviours

(Just because you’ve selected a behaviour it doesn’t mean it’s a vital behaviour) Definition – Vital behaviour: A specific, high leverage action that if routinely enacted, will lead to the results you want Vital behaviours

• Tend to stop self defeating and escalating behaviours
• Often start a reaction that leads to good results

KEY 2: Find Vital Behaviours

How do they work together?

When the crucial

moment happens,

do the vital

behaviour !

KEY 2: Find Vital Behaviours

When looking for vital behaviours, notice the obvious! Two ways to identify vital behaviours:

• 1. Use positive deviance
• Those who succeed where others fail.
• 2. Look for leverage
• Look at the connections between behaviours you’re
• considering. Some behaviours may be higher leverage because

they link to others.

KEY 2: Find Vital Behaviours

The Guinea Worm

KEY 3: Engage all 6 sources of influence

PROBLEM We act as if profound, persistent, and

resistant problems have only one cause. With one cause in mind we look for one simple solution

SOLUTION Learn to use a six-source diagnostic tool to

complete a full diagnosis of a complex web of causes behind any problem!

KEY 3: Engage all 6 sources of influence

People do things for

Two reasons

Motivation –

because they want to

Ability –

because they can **Both must be in place for behaviour to happen/change

KEY 3: Engage all 6 sources of influence

Attribution error

Often we make the mistake of assuming people do things for only one reason People ask themselves 2 important questions: 1. Will it be worth it?(motivation) 2. Can I? (ability) 3 forces influence Motivation and Ability

• Personal
• Social
• Structural

KEY 3: Engage all 6 sources of influence

Six reasons we do what we do: DIAGNOSE:

Source #1 Personal motivation

Left in a room by themselves would people want to engage in the behaviour?

• Do they hate it or enjoy it?
• Do they find meaning in it?
• Does it fit into their sense of who they are?

Sounds like

• “I don’t like…”
• “That’s not fun for me”
• “I don’t enjoy…”
• “That’s just who I am”

Source #2 Personal Ability

Left in a room by themselves, do people have the knowledge, skills and strength to do the right thing, even when its hardest? Sounds like

• “I can’t
• “I don’t know how”
• “I never learned how to”
• “I keep trying but I can’t figure it out”

Source #3 Social motivation

Are other people (including me)

• Encouraging the right behaviour
• Discouraging the wrong behaviour

Sounds like

• “The boss told me to do this”
• “My supervisor says it’s fine – as long as no one finds out”
• “Everyone is doing this”

Source #4 Social ability

Do others (including me) provide or withhold

• Help
• Information
• Resources

Sounds like

• “John didn’t give me the access I needed”
• “When I needed help everyone disappeared”
• “Steve didn’t sign it off”
• Who are our gatekeepers?

Source #5 Structural motivation

Consider non-human motivators Are rewards (pay, promotions, perks, commissions, etc) encouraging the right behaviours or discouraging the wrong behaviours **any individual reward system Sounds like

• “That won’t affect my performance appraisal”
• “That’s not what I get paid to do”
• “They talk about quality but you could lose your job if sales are

down”

Source #6 Structural ability (systemic)

Consider “things”

• Does the environment enable good behaviour or bad (tools, facilities,

information, reports, proximity to others, policies, processes etc.)

• Are there enough cues & reminders to help people stay on course?

(visual controls) Sounds like

• “Its hurry up and wait with all the red tape around here”
• “Our system is often off”
• “If I go on leave there is no one to look after my work”

Diagnosis

Each time you confront a problem, you have six sources to examine when trying to uncover the conspiracy of causes!

Influence strategy

Use the six sources to address your influence challenges

Source #1 – Personal motivation

PROBLEM Many vital behaviours are boring, frightening,

uncomfortable or even painful – people don’t want to do them

SOLUTION Help people learn to love what they hate – change why

they’re doing it or how they’re doing it

“Hard work pays off in the future, Laziness pays off now”

Steven Wright

Source #1 – Personal motivation

The Big Question

How can you motivate someone who isn’t motivated?

• You can't
• But you can help them find their own source of personal motivation

Strategies: (wake people up!) 1. Allow for choice

(If they cant choose what, let them choose how. Ownership/empowerment)

2. Create direct experiences

(Empathy, client testimonies, just try it)

3. Tell meaningful stories

(Create vision. Paint picture of future)

Help them love what they hate

Source #2 – Personal ability

PROBLEM New habits almost always require new skills. But we fail to

recognise it. So we grossly under-invest in skill building

SOLUTION When things go wrong, become a teacher first and

motivator 2nd. Over-invest in deliberate practice of new skills under realistic conditions Strategies: Employ deliberate practice (speed, capacity, technique)

• Practice under relatively real conditions
• Break the skill into small parts
• Prepare for setbacks

Help them do what they cant

Source #2 – Personal ability

Make sure they have the ability first. Motivation without ability = Demotivate

Get people to speak up! **Telling people its safe to speak up doesn’t mean it is

Source #3 & 4 – Social motivation

PROBLEM Nobody lives in a vacuum. Long standing bad habits

are almost always influenced by other humans who either encourage

• r enable the wrong behaviours, or discourage or disable the right
• nes

SOLUTION Harness the power of social pressure by finding

strength (rather than resistance) in numbers Strategies:

• 1. Lead the way

(Personal sacrifice – time, previous priorities, money, ego Provide help, info and resources)

• 2. Engage opinion leaders

(people who are respected and connected can exert an enormous amount of influence over any change effort. Use them in: teaching roles, coaching roles, design & feedback roles, advocacy roles)

Harness peer pressure

Source #5 – Structural motivation

PROBLEM Rewards, incentives, and costs can encourage the

wrong behaviours or discourage the right ones

SOLUTION Ensure the costs and incentives support the desired

behaviours Strategies:

• 1. Use rewards third and in moderation

(Only after #1 - #4 have been exhausted)

• 2. Link rewards to vital behaviours

(Don’t link to result – lead and lag)

• 3. Use rewards that reward

(e.g. money, time)

Do ‘things’ motivate?

Source #6 – Structural ability

PROBLEM We are blind to the incessant and powerful force the

environment exerts on our own and others behaviour

SOLUTION Change the environment to make bad behaviours

harder and good behaviours easier Strategies

• 1. Use the power of space

(move things closer, use smaller bowls, plates, and utensils)

• 2. Use power of data and cues

(data stream: execs vs Frontline. What data does my environment bring. Do I need to change data stream. Use reminders/posters etc)

• 3. Use the power of tools

(mechanise/automate, change reporting structure, reorganise work flow, lean – update processes/kaizen)

Do ‘things’ make it easier?

HOW IT ALL WORKS:

Apply at least 4/6 sources

Closing and thanks