Influence Without Authority

June 29, 2006

Carole Robin, Ph.D. Stanford University Graduate School of Business

Influence & Todays Organizations

Work is increasingly interdependent

Work cuts across boundaries Work includes needing to influence sideways

and upwards excellence

Higher standards: one cant order

One can have influence commensurate with

responsibility
2004 David Bradford and Carole Robin

Sources of Influence
Ability to deliver [on promises and obligations
in timely quality manner]

Being Trustworthy [Responding to

organizational & others needs, not just own interests]

Requires access to information, support and

resources

How do we gain all of these?

2004 David Bradford and Carole Robin

Law of Reciprocity and Exchange

All Interpersonal Behavior involves exchange; Exchange is
the basic law of organizations. Exchange is universal.
paid for what we do.

Exchange = Paying others for what we request; Being Influence = giving others what they need in exchange for
what you need

Influence does not necessarily rest on hierarchical position Influence comes more from saying yes than saying no.
Importance of Building Lines of Credit.

Harvard research on successful managers.

2004 David Bradford and Carole Robin

Research on Peer Exchanges

High giving increases social status High imbalance [giving more than receiving]: a)
can decrease productivity, & b) can lower status [due to resentment from imbalance] positive imbalance, increases: Social Status Productivity Trust & Knowledge of Other

High frequency of exchanges with moderate

2004 David Bradford and Carole Robin

Currencies
Exchange and reciprocity involve currencies There are many types of currencies
Situation specific Unique to that individual Reflective of function in the organization Influenced by the organization Payment can be: In one or more currencies Later-- not necessarily now By others, the organization, by self
2004 David Bradford and Carole Robin

Types of Currencies
Situation specific Unique to that individual Reflective of function in the organization

Influenced by the organization

2004 David Bradford and Carole Robin

The Paradox of Exchange

Exchange is universal Using it wisely can increase your influence Counting your change too closely &
focusing too much on your goals can cause you to lose influence.
organization. [Influence Triangle]

Works best when it is for the sake of the

2004 David Bradford and Carole Robin

Doug-Warren Case

Doug is National Sales Manager

Warren is President of U.S. Operations

Met last week to discuss sales went poorly Yesterday, Doug went into Warrens office to discuss their strained relationship [video] as you can see, this went even worse

Doug reflected & realized there was a better

approach that could set up a win-win outcome.

Doug is going to talk to Warren again

2004 David Bradford and Carole Robin

Doug-Warren Role Play

In pairs at your table, decide who will be Doug and who will be Warren. As you watch the video, observe the interaction to determine what Doug and Warren need. Use your worksheets to make notes as you watch. Dont make up any facts during the role play. Doug is to take the initiative; Warren is not to turn down any good offer, but not to initiate.

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Warrens Worksheet
What are your needs and concerns?

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Doug Worksheet
What do you need?

What do you think Warren needs?

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Setting up Win-Win Exchanges

To what extent;
Did Doug speak to Warrens needs? Did Doug get his needs met?

What else could Doug have done to set up more win-win exchanges?

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Negative Exchanges
Warren wants
Probes Information Withholds Autonomy

Doug wants

Discounts Sales Larger Picture Pushes Sales

Sales Taken Seriously

Accurate Assessment Of Staff

Listens for Bad News Tells Good News

Protect Staff

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Doug-Warren Summary
Seeing issues like these in interactive systems
terms [rather than personality] makes it easier to raise. Owning your part of the system makes it easier for other to hear their part. But, when the dynamic is interactive, its usually necessary to surface that and renegotiate the dance rather than just stopping your part. Dont argue somebody out of their concern, pay them in their concern!
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2004 David Bradford and Carole Robin

Doug Warren Summary [Part 2]

Two types of Negative Exchanges

[Unaware] lose-lose (Doug/Warren) [Aware] puts teeth in win-win offer

There are Task exchanges and there are Relationship exchanges

Sometimes task success builds relationship Other times, cant work on task until relationship is improved

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Currencies Clues

The nature of their job/work

Work conditions [Not pay/title or position]

Types of tasks
High or Low structure What pressure are they under?

Relationship to boss (autonomy vs. direction) Type of peer relationships

Department and Organization norms and values

How are they rewarded?

What do they find meaningful? Exciting?

Non-verbals? (What makes their eyes light up?)

What do they talk about?

Background/ Training/ Education A radical idea: Ask!!

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Currency Assessment Template

Currency Assessment for ____________

Needs/Values/Currencies

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Influence Checklist
To have influence, you must: See other as potential ally Clarify your goals & priorities Diagnose allys world; goals/needs Assess your resources relative to those Diagnose your relationship with ally. Determine exchange approach
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Closing Summary
To get your job done, you need to
influence those you cant control.

Exchange is universal. You dont have a choice about using it;

only about how well you use it

It doesnt have to be manipulative If everybody did this, organizations would

be more nimble & effective.
2004 David Bradford and Carole Robin

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