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The Broken Promises political dilemma is commonplace. Due to the power balance, it could almost be inevitable, especially if the senior has this as part of their motivation Modus Operandi.

There are many variations on the theme, but a typical scenario plays out like this: Read More

“Hey, I’ve been meaning to mention to you that we’ve decided to reorganise a little. We’ve not really been getting consistent standards with local reporting, so would you be okay to take solid-line responsibility globally for your function? They’ll still report into the country heads, but you’ll be the one calling the shots. Don’t worry, everyone agreed. Keep me the loop.”

After the initially euphoria of being elevated to a global level of responsibility wears off, reality dawns. How on earth are you going to pull this off?

Situations vary widely, but some common challenges you will face include: Read More

Working with (or under) a boss who micro-manages is tough. The lack of trust they are displaying, or rather, you are feeling, can be completely demoralising - at best! And this is far more common than you may realise. Most people in these situations seem to think they are being picked on, singled out for this "special" treatment, but that is rarely the case. Indeed, for most micro-managers, it a personality trait, they cannot help themselves, they are working on auto-pilot. That doesn't excuse it, and it definitely doesn't mean you have to put up with it. In the video below (one of my most popular on YouTube), I will help you understand your boss a little better, begin to get to grips with the actual problem, and then start to point you in the direction of practical things you can to do alleviate the problem - so you can get on and do your job! Read More

It must be part of their approach, but just about everyone here seems curious to know what I do for a living. Which is a welcome distraction. And an opportunity to use this experience to reflect more on how people influence. The nurse on the left of my bed begs this question. Then he explains he learned all about leadership in the services. As he busies himself doing something down on my arm, “So come on then Colin, what’s your top tip for leadership?” I wasn’t really conscious of what he is doing, I just started to answer, enjoying the challenge of being put on the spot. Within seconds I’m distracted as a violent argument breaks out across the room. Two theatre staff are taking lumps out of each other, arguing over whose role it is to communicate with the patient. Read More

A critical aspect of influence that you have to pay heed to is that power shapes the decisions in a given group, at a personal and group level. This means that it will shape the decisions you make and, the behaviours you choose to use. For example, if the group you are working in responds to credibility in the form of technical know-how, a group will spend a good deal of time considering the technical aspects of any proposal before making a decision. It will want to understand the technology, processes and evidence that support the idea. In that group, one would also expect that those with the greatest (relevant) technical capability will be the most influential (powerful) in that group. Their opinion will count, people will turn to them for guidance, and will defer to their views. Now, if that source of power is very strong, Read More

“All the world's a stage, And all the men and women merely players.” As You Like It, William Shakespeare. If they were to cast someone for your job, what would they be looking for in the actor? How would they want the part to be brought to life? That job you are applying for, what role do they want someone to play? Good cop, bad cop, peace-maker, agent provocateur? The job description may be the same, but the portrayal required can vary widely. Read More

This is important. I’m prone to making mistakes, especially typos. Earlier this week I posted a quote:

“Trying to beat a cunning political rival on their home turf? Chsnge the game instead.”

Then someone kindly pointed out my mistake and I put it right. Why do I do this? Small screens, big fingers, smaller keyboards and when I check what I have written, I see what I expect to see. To see what Read More

Gross oversimplification: When you think a thought, you create feelings that contribute to your emotional state. Your emotional state alters your physical body, and this stimulates further thoughts. As your body changes, signals will be given off that others may notice. You are desperate to make a good impression at an interview. You notice a minuscule raising of the interviewer’s eyebrow. “He doesn’t believe me!” Tension rises, your face starts to redden, the room suddenly feels hot. “Oh no, I’m sweating now!” Read More

Selling = Influencing & Influencing = Selling

Being good at influencing means you are good at selling. The pinnacle of selling is the ability to sell the intangible, and more often than not, influencing internal stakeholders involves selling the intangible. Which means, to be successful influencing internally in large organisations you’ve got to be extremely good at sales. When was the last time you went on a sales course? Here’s one extremely powerful idea drawn from Read More