Colin Gautrey

Book: Advocates and Enemies: How to Build Practical Strategies to Influence Your Stakeholders

September 5, 2011 by Colin Gautrey

advocates and enemies Sorting your Enemies from your Advocates, your Players from your Critics, is just one step in the Stakeholder Influence Process described in this book. Developed by the author while working with executives, leaders, and managers around the world, this process is powerful and simple. It will help you to achieve your goals faster and with greater buy-in. In just one hour you can be up and running with a new strategy to influence your stakeholders.

Don’t buy this book if you have the time and inclination for studying theoretical concepts. You’ll be disappointed in less than an hour.

Do buy this book if you’re in a hurry and want to accelerate your achievements and your goals. You’ll be moving faster in less than an hour.

Reviews…

“Colin is very engaging in his workshops and it is great to see the way he has captured his energy and enthusiasm, along with his simple techniques, in such a concise book. I think you’re going to enjoy this and I hope it brings you even greater success in the future.” Foreword by Dr. Gary Ranker, The Global Senior Executive Coach.

“In today’s world of work where traditional organizational hierarchy is less important than your influencing and networking skills, Advocates & Enemies will help you take simple actions to significantly increase your chances of being successful and build collaborative relationships. Colin cuts to the chase and skips the theory.” Paul Jon Martin, Global HR Business Partner, Group Operations, Zurich Insurance Company Ltd.

“There is a powerful underpinning integrity to the way that Colin illustrates his insights and expertise. This book is a gem that stands out from the crowd and I would recommend it wholeheartedly.” Liggy Webb, author of The Happy Handbook.

“This is a book which contains some simple yet profound truths about our ability to persuade and influence others. It is an important book and its impact should be immense.” Damian Hughes, author of Liquid Thinking.

(see all reviews)

In addition to learning how to use the process, you will also be shown how to: decode organizational power and its impact on decision making, explore conflicting agendas, analyse risks and opportunities and create stronger business relationships. Packed full of simple and practical ideas, it will not take you long to discover something new that you can do to become more successful. It doesn’t matter what level you have reached; if you want to become more influential, and you want to make big things happen, this book will help you!

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Building Stronger Relationships

August 15, 2011 by Colin Gautrey

Over the last few years, I have been working with organisations to help them to develop their relationships with suppliers and other strategic partners. Part of this involved us researching the characteristics of highly successful (and the not so successful) alliances and partnerships. We noticed three key themes which were symptomatic of excellent relationships. What was interesting is that these themes easily translate into individual relationships too, and it's therefore worth taking a look for anyone who wants to build stronger relationships of any kind. The great news is that they are pretty easy to understand and also to take action on – you don’t need to go into mediation to make big strides on these themes! Read More

The Big Seven Stakeholder Management Mistakes

July 17, 2011 by Colin Gautrey

These are the seven most common mistakes I see people making when it comes to Stakeholder Management. If you can avoid all of these, whatever process you are using, you will enhance your success dramatically.

Mistake 1: Not doing it.

Often methods of stakeholder management are only called for when something is going wrong. If things are generally going in the right direction you may not even hear the word stakeholder! Stakeholder Management should be a proactive process that can make things which are going well go even better!

Mistake 2: Doing it late.

Struggling with the problems that are being thrown up by people, dealing with symptoms and issue logs usually doesn't get to the root causes or the strategic solutions. Stakeholder Management should be an approach to stop problems cropping up in the first place and being ready with mitigating actions should the worst come to pass.

What You See Is What You Get vs. Tact

July 7, 2011 by Colin Gautrey

Have you ever been told you need to be more tactful, stop wearing your heart on your sleeve or be a little more careful displaying your emotions? If so, you’re not alone. It needs to be addressed carefully, partly because it is usually perceived as being a prerequisite for senior management. I will admit that many may wonder if this is true when they look at their own senior management, but let’s stick with best practice, okay? Read More

Networking: Missing a Trick?

June 27, 2011 by Colin Gautrey

Networking is a critical aspect of influencing skill. In our workshops, we find all manner of excuses thrown up, but having a vibrant network is vital to success in the long term (and the short term). Yet despite all the noise on the subject, in the press, in training programmes and on the bookshelves, I think something is missing — the focus on motivating people to want to do it! Research (from our Influencing Skills 360°) shows that people think the individuals they are scoring are pretty relaxed and effective at networking events. They even believe that those people are quite strategic about the way they do things. However, self-rating shows a different story. Most people feel uncomfortable, ineffective and that being strategic is almost a non-starter. Indeed, these items show the biggest perceptual difference out of all 42 skills we assess! Read More

Why Is Influencing So Difficult Today?

June 25, 2011 by Colin Gautrey

In my ongoing drive to find more practical ways to help people become more influential, I would like to ask your opinion. Why do you think it is so hard for people to get the influence that they want/need? What is happening in the workplace, the environment or even in leadership practice, that is making influence tough? What are the obstacles and challenges which make influence difficult to achieve? Naturally I have my own ideas, such as the time/workload pressures and the ongoing changes to organisational structures — but what do you think gets in the way of successful influence today? Read More

Seek First to Understand

June 13, 2011 by Colin Gautrey

Time and again we meet clients who are stuck. One recently was experiencing the micro-management of a stakeholder who should have had better things to do. This attention to minutiae and constant interference was leaving my client feeling frustrated, undermined and even at times as if her competency was being called into question. While aware of her need to stay in control of the situation and appear not to be reacting, she also wanted to assert influence in her relationship with her stakeholder — but, to be blunt, she couldn't afford to alienate him! This episode reminded me of the importance of thinking about what is driving people to do what they do. Behind every behaviour we adopt there is a pay-off factor for us. I asked my client — "What is the pay-off to your stakeholder in behaving this way?" She quickly realised that it was probably that he needed to fill his time and appear to be busy at a time when staff cutbacks in his organisation were in full swing. In effect, his attention had moved from his strategic role into something highly operational — possibly back into his comfort zone. With this insight, my client soon came up with a range of influencing options to start getting her relationship back onto the right footing again, without needing to be critical or expose the motivations behind her stakeholder's behaviour. Read More

Organisational Power in a Nutshell

June 7, 2011 by Colin Gautrey

Shareholders ask an executive to use a big bag of money to start a business and make a profit for them. The executive decides their strategy to deliver the expected return and starts to build the organisation. The executive will recruit department heads, give them a share of the money and set them objectives. Each department then gives budgets to managers to play their part in the overall team effort. The original power (shareholder funds) has now been distributed formally and the business is ready for action. This is just Read More

Influencing Outside of Work

April 17, 2011 by Colin Gautrey

My specialism is power and influence in the workplace, and I know that all of the tools and techniques I use can apply well in all types of organisation. This week, on a workshop, two of my delegates demonstrated this to great effect! Niral is having problems with an overbearing (bullying) mother-in-law. Their life together is being dominated by her controlling ways and it is starting to have a very damaging effect on them — even though they don't live with their mother! By getting more specific about her influencing objective Niral was able to quickly see that her mother-in-law was an adversary and her husband was hovering in the grey zone between opponent and ally. Niral quickly realised that she had been directing her focus and energy in the wrong direction. Instead, she needed to get her husband on side. She left re-energised and re-motivated by her new influencing campaign! Read More

Evidence, Intrigue and Fantasy

December 13, 2010 by Colin Gautrey

The corporate lawyer laid out the evidence to me that his boss was planning to fire him. The replacement had been hired already. He'd been pushing into a corner, isolated and sidelined. Despite a long relationship with the boss — the sense of betrayal was taking its toll in many ways. The more he thought about it, the more evidence appeared. Read More

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