Welcome to

Influencing Skills at GE
Our Learning Objectives

At the conclusion of this module, you will be able to:

• Develop a self awareness regarding the impact of your own

behavior on the influence process
• Plan an appropriate influencing strategy
• Identify how to use communication skills effectively in the influence
process
• Recognize the importance of encouraging differing points of view
• Determine how to present a point of view in a way that enlists
other’s support
• Identify how to effectively resolve conflict when it arises
Influencing Competency Model
Influencing Competency Model
Develops a self awareness regarding impact of own behavior on
Influence process
• Seeks feedback on impact of own behaviors

Plans effective influencing strategies

• Identifies the key people involved
• Considers other person’s position/personal style/perspective in order
to tailor approach
• Anticipates responses and reactions
• Develops alternative approaches and options
• Builds alliances and enlists third party support to achieve the
desired impact
Influencing Competency Model
Uses communication skills effectively in the influence process
• Focuses when listening and eliminates distractions
• Attends to verbal and non-verbal cues as well as the words that are
spoken
• Inquires to draw out other people’s ideas
• Presents own position in a logical and compelling manner

Encourages differing points of view

• Recognizes the value of bringing together people with different
points of view
• Encourages the open airing of differing opinions
• Elicits differing opinions in a manner that recognizes diversity
• Responds appropriately to objections
Influencing Competency Model

Presents point of view in a way that enlists other’s support

• Clarifies assumptions and starting points

• Identifies the concerns and needs of others
• Analyzes the pros and cons of each position
• Demonstrates how a position benefits the other party
• Focuses on common interests rather than individual differences
• Adjusts/modifies own behavior to encourage more productive
behavior from others
• Compromises when situation warrants it
Influencing Competency Model
Effectively resolves conflict when it arises
• Manages own emotions during conflict
• Facilitates the management of others’ emotions during conflict
• Recognizes and responds to conflict

Effectively resolves conflict when it arises

• Seeks constructive resolution of conflict when it arises
• Uses negotiation skills to foster a win/win outcome or agreeable
exchange
Our Agenda

• Program Introduction
• Getting To Know You
• On-line Refresher – Influencing
Competency Model
• Communication Process
• Real Life Influencing Situation
• Interaction Styles
• Style Flexing
• Peer Coaching
• Session Close
Let’s Get to Know Each Other

• Who you are/what your role is/what business you are in

• What strength do you bring to influencing – what can
others leverage from you
• What challenges do you face with influencing
Influencing Competency Model
Develops a self awareness regarding impact of own behavior on
Influence process
• Seeks feedback on impact of own behaviors

Plans effective influencing strategies

• Identifies the key people involved
• Considers other person’s position/personal style/perspective in
order to tailor approach
• Anticipates responses and reactions
• Develops alternative approaches and options
• Builds alliances and enlists third party support to achieve the
desired impact
Influencing Competency Model
Uses communication skills effectively in the influence process
• Focuses when listening and eliminates distractions
• Attends to verbal and non-verbal cues as well as the words that are
spoken
• Inquires to draw out other people’s ideas
• Presents own position in a logical and compelling manner
Encourages differing points of view
• Recognizes the value of bringing together people with different
points of view
• Encourages the open airing of differing opinions
• Elicits differing opinions in a manner that recognizes diversity
• Responds appropriately to objections
Influencing Competency Model
Presents point of view in a way that enlists other’s support

• Clarifies assumptions and starting points

• Identifies the concerns and needs of others
• Analyzes the pros and cons of each position
• Demonstrates how a position benefits the other party
• Focuses on common interests rather than individual differences
• Adjusts/modifies own behavior to encourage more productive
behavior from others
• Compromises when situation warrants it
Influencing Competency Model
Effectively resolves conflict when it arises
• Manages own emotions during conflict
• Facilitates the management of others’ emotions during conflict
• Recognizes and responds to conflict

Effectively resolves conflict when it arises

• Seeks constructive resolution of conflict when it arises
• Uses negotiation skills to foster a win/win outcome or agreeable
exchange
Influencing Competency Model
Influencing Competency Model

Uses communication skills effectively in the influence process

• Focuses when listening and eliminates distractions

• Attends to verbal and non-verbal cues as well as the words that are
spoken
• Inquires to draw out other people’s ideas
• Presents own position in a logical and compelling manner
Communication Process

• Ask – asking questions to obtain

LISTEN TO information or opinions
REFLECT
• Listen to Reflect – listening to
understand, paraphrasing the content
and the intent

• Tell – stating your thoughts or position

TELL ASK
• The Arrows – an opportunity for you
to determine whether you need to
listen to reflect, tell or ask
Influencing Competency Model
Influencing Competency Model
Influencing Competency Model

Plans appropriate influencing strategies

• Identifies the key people involved

• Considers other person’s position/personal style/perspective in
order to tailor approach
• Anticipates responses and reactions
• Develops alternative approaches and options
• Builds alliances and enlists third party support to achieve the
desired impact
Influencing Competency Model
Influencing Competency Model

Develops a self awareness regarding impact of own behavior on

Influence Process

• Seeks feedback on impact of own behaviors

Interaction Styles: Patterns of Behaviors

Quieter Louder
Slower paced Faster paced
Facially controlled Facially animated
Monotone voice Inflected voice
Indirect eye contact Direct eye contact
Casual posture Rigid posture
Leans back Leans forward
Action/Emotion Matrix

Emotion Orientation

Action Orientation
Action Orientation Dimension

Ask Tell

Left of the line Right of the line

Recognizing Action Orientation

Ask Tell

Softer Volume of speech Louder

Slower Pacing of speech Faster
Less Expressing opinions More
Back Body posture Forward
Less Directive gestures More
Less Eye contact More
Action Orientation Dimension

People to the left of the line
• Ask questions to clarify and gather info
to make decisions
• Can be slow to make decisions and
judgments
• Tend to speak more softly and slowly
• May ask you about your opinion before
giving their own opinion
People to the right of the line
• Tell rather than ask
• Are typically quick to decide
and act
• Can be louder, faster, and more
declarative

Ask Tell
Emotion Orientation Dimension

Emotive
Above the line

Below the line

Reserved
Recognizing Emotion Orientation

More Emotive More Reserved

More Facial expressions Less
More Use of hands and body Less
People Orientation Task
Varied Pace of delivery Even
More Inflection Less
Feeling Description of things Fact
Emotion Orientation Dimension
People above the line
• It can be easier to “read” what they are feeling.
• Feelings are reflected through voice, words, and body language
• Feelings such as anger, frustration, anxiety, and happiness, are reflected on
their faces
Emotive
Reserved

People below the line

• It is more difficult to “read” what they are feeling.
• Voices do not have highs less and lows
• Gestures are not as dramatic as those of persons above the line
Interaction Styles
Instrument
What is Your Interaction Style?

Relater Expresser

Analyzer Director
Interaction Styles: Relater
Emotive
Calm
RELATER
RELATER Approachable
Supportive
Loyal
Empathic
Sharing
Focus on team

Ask Good listeners

Tell

Reserved
Interaction Styles: Expresser

Emotive
Creative
Enthusiastic EXPRESSER
Humorous
Playful
Receptive to change
Focused on vision not details
Initiators
Ask Tell

Reserved
Interaction Styles: Analyzer

Emotive

Ask Tell
Reasonable
Precise
Thorough

ANALYZER Rational
Controlled
Formal
Task oriented

Reserved
Interaction Styles: Director

Emotive

Ask Tell
Decisive
Take charge
Candid
Efficient
DIRECTOR
Results-oriented
Pragmatic

Reserved
Interaction Styles Descriptions
Emotive
Calm
RELATER Approachable Creative EXPRESSER
Supportive Enthusiastic
Loyal Humorous
Empathic Playful
Sharing Receptive to change
Focus on team Focus on vision not details
Good listeners Initiators
Ask Reasonable Decisive
Tell
Precise Take charge
Thorough Candid
Rational Efficient
ANALYZER Controlled Results-oriented DIRECTOR
Formal Pragmatic
Task oriented

Reserved
Influencing Competency Model
Influencing Competency Model
Encourages differing points of view

• Recognizes the value of bringing together people with different

points of view
• Encourages the open airing of differing opinions
• Elicits differing opinions in a manner that recognizes diversity
• Responds appropriately to objections
Influencing Competency Model
Influencing Competency Model

Presents point of view in a way that enlists other’s support

• Clarifies assumptions and starting points

• Identifies the concerns and needs of others
• Analyzes the pros and cons of each position
• Demonstrates how a position benefits the other party
• Focuses on common interests rather than individual differences
• Adjusts/modifies own behavior to encourage more productive
behavior from others
• Compromises when situation warrants it
Influencing Competency Model
Develops a self awareness regarding impact of own behavior on
Influence process
• Seeks feedback on impact of own behaviors
Style Flexing

• Using Interpersonal Acumen to temporarily adjust your

behavior to manage tension
• Encouraging others to behave more productively with you
Four Steps to Style Flexing

• Recognize the other’s style.

• Plan your flex.
• Do the flex. STYLE
FLEXING
• Evaluate the flex.
Evaluate the flex

Do the flex

Plan your flex

Recognize the Influencee’s style

Elements of Endorsement

• Image
• Presentation
• Competency
• Feedback
Influencing Competency Model
Influencing Competency Model

Effectively resolves conflict when it arises

• Manages own emotions during conflict

• Facilitates the management of others’ emotions during conflict
• Recognizes and responds to conflict
Managing Conflict

LISTEN TO
REFLECT

TELL ASK
Influencing Competency Model
Influencing Competency Model
Influencing Competency Model

Plans appropriate influencing strategies

• Identifies the key people involved

• Considers other person’s position/personal style/perspective in
order to tailor approach
• Anticipates responses and reactions
• Develops alternative approaches and options
• Builds alliances and enlists third party support to achieve the desired
impact
Program Close

Congratulations!
You are on your way to becoming an Effective Influencer!
Appendix
Preferred Pace of Work………………………………………………………………………………………………………………………………………..1
Preferred Work Atmosphere……………………………………………………………………………………………………………………………….2
Perceived Excesses During Stress……………………………………………………………………………………………………………………..3
Planning Preferences…………………………………………………………………………………………………………………………………………….4
Effective Communication Strategies………………………………………………………………………………………………………………..5
Ways of Compromising………………………………………………………………………………………………………………………………………..6
Information Expected……………………………………………………………………………………………………………………………………………7
Ways to Enlist Help………………………………………………………………………………………………………………………………………………..8
Key Questions Asked When Approaching a Project…………………………………………………………………………………….9
Support Needed for Decision Making…………………………………………………………………………………………………………….10
How to Influence an Expresser………………………………………………………………………………………………………………………..11
How to Influence a Director………………………………………………………………………………………………………………………………12
How to Influence an Analyzer………………………………………………………………………………………………………………………….13
How to Influence a Relater………………………………………………………………………………………………………………………………..14
Preferred Pace of Work

Emotive
RELATER EXPRESSER

Leisurely and deliberate Quick and varied

Ask Tell

ANALYZER DIRECTOR
Orderly and deliberate Quick and controlled

Reserved
1
Preferred Work Atmosphere

Emotive
RELATER EXPRESSER

Cooperative and relationship-oriented Creative and enthusiastic

Ask Tell

ANALYZER DIRECTOR
Businesslike, cooperative, and task-oriented Task-oriented and controlling

Reserved
2
Perceived Excesses During Stress

Emotive
Impractical
RELATER Inconsistent Over-committed EXPRESSER
Avoids confrontation Gullible

Aimless Perfectionist

Over-compromising Sarcastic

Minimizes risk in relationships Opinionated

Ask Tell
Nitpicker Domineering

Data bound Impatient

ANALYZER Rigid Contentious
DIRECTOR
Unrelenting Coercive

Plodding Risk-taker

Elaborate

Reserved
3
Planning Preferences

Emotive
RELATER EXPRESSER

Pulls pieces into creative outcome Goal-oriented approach

Involves others in plans Prefers group planning

Delegates with high expectations

Ask Tell

ANALYZER DIRECTOR
In-depth, long-range planning Plans on the go: short-range planning, dynamic,

Data-based comprehensive review of alternatives quick, informal, action steps

Builds on what we have

Reserved 4
Effective Communication Strategies

Emotive
RELATER EXPRESSER
Socializes before pressing for decision Appeals to principles

Shows flexibility and willingness to Asks for help

compromise
Shows concern
Displays a sense of humor
Acknowledges trust

Ask Tell

ANALYZER DIRECTOR
Uses logic and structure Indicates challenges involved

Presents ideas as low-risk ones Demonstrates competence

Ties new to old Spars on equal basis

Reserved
5
Ways of Compromising

Emotive
RELATER EXPRESSER
Seeking integrated win-win results Responding to new ideas
Getting others to initiate and then acting Seeking win-win results

Keeping the action going Changing the mind quickly

Ask Tell

ANALYZER DIRECTOR
Responding to logic Responding to appeals of urgency and opportunity

Offering thorough exploration Hard bargaining

Taking action little by little Bartering

Reserved
6
Information Expected

Emotive
RELATER EXPRESSER
Some detail “The big picture”

Impact on relationship Evidence of benefit

Evidence of trust

Ask Tell

ANALYZER DIRECTOR
The bottom line
Complete, thorough
Related results
Evidence of your expertise
Evidence of your competence

Reserved
7
Ways to Enlist Help

Emotive
RELATER EXPRESSER
Listens with empathy Offers assistance

Helps person come up with own answers Encourages

Asks ”What do you want?” Is available: “I am here if you need me.”

Ask Tell

ANALYZER DIRECTOR
Offers informative and practical advice Offers advice

Provides structure Gives prescriptions

Presents pros and cons Encourages utilization and action

Reserved
8
Key Questions Asked When
Approaching a Project
Emotive
RELATER EXPRESSER
What do others say about it? Does it have an important purpose?

How can I get others to like it? Is it the best solution for everyone?

Will it bring us more together? Is it fair and just?

Ask Tell

ANALYZER DIRECTOR
Has it been done before? What are the opportunities?

What alternatives are available? What is the bottom line?

How does it work? How does it advance my position?

Reserved 9
Support Needed for Decision Making

Emotive
RELATER EXPRESSER

Offer opinions and assurances Provide testimony and incentive for taking risks

Ask Tell

ANALYZER DIRECTOR
Minimize risk

Share responsibility Provide options and probabilities

Discuss the downside

Reserved
10
How to Influence an Expresser
How to Build Rapport
• Lighten up and be open
• Contribute without competing
• Support dreams and intuitions
1. Take early initiative to show
personal interest in the
“person”
2. Reinforce the Expresser’s
opinions
3. Spend time exploring
mutually stimulating ideas
4. “Contribute” to the
conversation
5. Handle details
How to Use Your Time
• Be casual about time
• Move quickly
• Take time to be stimulating
1. Focus on their interests
2. Use word “pictures” and
analogies
3. Use motivational stories
4. Get to the point
5. Keep them on track
How to Influence Decisions
• Discover the
opinions/intuitions
• Create a vision
• Provide testimony/incentives
1. Allow room for intuition
2. Relate stories
3. Provide testimonial
4. Offer special, immediate,
and extra incentives
5. You propose, they dispose
11
How to Influence a Director
How to Build Rapport
• Be businesslike and task-
oriented
• Contribute without competing
• Support conclusions and
actions
1. Be results-oriented
2. Stick with “what” and “how”
questions
3. Support the results the
Director wants
4. Suggest actions, options,
and risk analysis
5. Offer ideas without
polarizing issues
6. Do not discuss philosophies
How to Use Your Time
• Be conscious about time
• Move quickly
• Take time to be efficient
1. Demonstrate efficiency
2. Make your point in simple,
direct manner
3. Stay on target
4. Do not waste time
5. Be specific, be brief
How to Influence Decisions
• Develop the data
• You propose, they dispose
• Provide options/possibilities
1. Provide alternatives
2. Provide facts, data,
probabilities
3. Allow them to make
decisions
4. Have your own
opinion/recommendations/
reasons
5. Support the position, not
the person
12
How to Influence an Analyzer
How to Build Rapport
• Be business-like and task-
oriented
• Make it easy to cooperate
• Support principles and thinking.
1. Ask questions about
specifics
2. Stick with specifics
3. Reinforce that the decision is
right
4. Earn credibility, for
example, be organized, on
time, and prepared
5. Indicate what you can and
will support
6. Do what you say you will
7. Praise strategy, not person
How to Use Your Time
• Be conscious about time
• Demonstrate a slower pace
• Take time to be accurate
1. Prepare prior to meeting
2. Be on time
3. Take time to be persistent
4. Maintain a slow pace
5. Do not rush to close
How to Influence Decisions
• Emphasize the data
• Demonstrate the acceptable
risk
• Provide evidence with service
1. Provide evidence to support
facts
2. Produce solid, tangible, and
practical results
3. Offer assurances that
decision will be valid in the
future
4. Reassure (with facts) that
decision is correct
5. Use data, not words
13
How to Influence a Relater
How to Build Rapport
• Lighten up, be open
• Make it easy to cooperate
• Support feelings and
relationships
1. Ask questions about
opinions and ideas
2. Be cooperative
3. Communicate patiently
4. Explore dissatisfactions
5. Avoid conflict
6. Indicate everything you can
support on their personal
feelings and values
7. Avoid logical debates
How to Use Your Time
• Be casual about time
• Demonstrate a slower pace
• Take time to be agreeable
1. Initiate contact
2. Move slowly
3. Cover details as appropriate
4. Be personal and informal
How to Influence Decisions
• Discover the
opinions/intuitions
• You propose, they dispose
• Provide guarantees/
assurances
1. Offer personal opinions
2. Take time to develop
relationship
3. Offer personal guarantees
that minimize risks
4. Provide personal
reassurance that you will
stand behind decision
14