Colin Gautrey | Gautrey Unleashed - Part 83

Exercise: Analysing Individual Power

September 4, 2015 by Colin Gautrey

Exercise produced exclusively for participants of the Applying Strategic Influence. In part two (Stakeholder Mapping and Analysis) we covered the need to analyse individual stakeholders. Use this exercise as many times as you need, and Read More

Power Analysis Exercise

September 3, 2015 by Colin Gautrey

The guide below explains the general approach to use this exercise. Below are links to how to apply it to slightly different subjects. Read More

Power Analysis Exercise: Self

September 3, 2015 by Colin Gautrey

Now it is time to start applying this to you. What is it about you which helps you to influence other people? Why do people do what you want them to do? How are you able to land your project Read More

Power Analysis Exercise: Others

September 3, 2015 by Colin Gautrey

To begin, I'd like you to identify three or four people you know quite well who are influential. If you are working for a large organisation, try to select of people who work there. Alternatively, think Read More

Seven Sources of Power Explained

September 3, 2015 by Colin Gautrey

Extract from Influential Leadership: A Leader's Guide to Getting Things Done In the pages which follow, I am going to cover, as quickly as possible, the wide variety of things which can influence people, without going into lots of theory. In the process you will begin to discover what makes you influential at the moment, while also finding out what makes other people influential – perhaps you can be more like them too. Often it is Read More

Skills Power Explained

September 3, 2015 by Colin Gautrey

Extract from Influential Leadership: A Leader's Guide to Getting Things Done

Those exceptional abilities you have which enable you to get things done.

People don’t get ahead and become highly influential by being the same as everyone else. In this source, it points to the particular skills which you have which really stand out. You are not just good at these, you are exceptionally good, and others know it. These skills need to be relevant to your Leadership Arena and Read More

Connections Power Explained

September 3, 2015 by Colin Gautrey

Extract from Influential Leadership: A Leader's Guide to Getting Things Done

The network of relationships you have around you and your work.

Without doubt, connections can make you more powerful. By connections I mean the Read More

Position Power Explained

September 3, 2015 by Colin Gautrey

Extract from Influential Leadership: A Leader's Guide to Getting Things Done

The roles you play and how you manoeuvre yourself into the limelight.

To become powerful it certainly helps to get yourself into a good position. Position means much more that simply being given a particular role or title by your organisation, even though this type of position is the most understood and easy to recognise. Beyond this, you have people who are given temporary Read More

Presence Power Explained

September 3, 2015 by Colin Gautrey

Extract from Influential Leadership: A Leader's Guide to Getting Things Done

The impact you create and the feelings you stimulate when people meet you.

Much is made these days of Executive Presence, and with good cause – because it is a source of considerable power and influence. It is usually described vaguely as a collection of characteristics which combine to create and aura around the executive making them immediately noticeable. When they glide into the room, everyone immediately feels and responds to their presence. When it comes to becoming powerful as a leader Read More

Character Power Explained

September 3, 2015 by Colin Gautrey

Extract from Influential Leadership: A Leader's Guide to Getting Things Done

The underlying traits, values and beliefs which shape your behaviour.

It is difficult to estimate how influential strength of character is, but it is big. It compliments credibility well and if you have generous amounts of both, you're well on your way to becoming very powerful and influential. In effect, this is concerned with your internal world and how it Read More