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 … [Continue reading]
Seven Sources of Power Explained
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 … [Continue reading]
Skills Power Explained
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 … [Continue reading]
Connections Power Explained
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 … [Continue reading]
Position Power Explained
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. … [Continue reading]
Presence Power Explained
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 … [Continue reading]
Character Power Explained
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 … [Continue reading]
Credibility Power Explained
Extract from Influential Leadership: A Leader's Guide to Getting Things Done The power derived from your professional standing and expertise. Credibility is the reliance awarded to someone based on trust and perceived expertise on the … [Continue reading]
Guilty of Annoying Your Stakeholders?
You are busy, and so are your stakeholders. Getting them on board with your ideas, liaising with them to resolve issues, all takes time. It also helps a great deal if you get on well with them. Effective working relationships smooth over the … [Continue reading]
Stakeholders: Natural Born Liars
No, I don't believe this to be the case, but you have to admit, sometimes it seems that way doesn't it? In any complex political environment (or rather, in any large organisation), you need to get to the bottom of what your stakeholders are … [Continue reading]
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