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BSP: Politics with Integrity Reference
BSS: Stakeholder Influence Reference
Enemies: Laying it on the Table
At a recent workshop, one delegate quipped after the stakeholder mapping exercise, that he needed to be very careful not to leave his map lying around. My response was:
"Well interestingly, quite often, you see some dramatic impacts when you start to share this, particularly with stakeholders who are not agreeing you. Even enemies, you can lay it on the table."
Another delegate responded aghast, that, "How could you possibly accuse a stakeholder of being an enemy?" Read More
Your Most Important Stakeholder
Without doubt, the most important stakeholder that you have whenever it comes to influence – is you.
Think about it. When you're completing your stakeholder map you map out all of the powerful people, all of the people that can have an impact. But, how often you put yourself on there?
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Culture, Ethics and Morality in the Boardroom
Taking trust and integrity to a new level, last week I interviewed a fascinating expert by the name of Dr. Joop Remmé. He has extensive experience in large organisations, leadership and what works, and certainly what can go wrong and why. So much so that he also lectures on the topic of anti-corruption as a visiting Professor.
So, he knows what he is talking about, and we had a fascinating discussion.
As you know, my focus is influence, so aside from the philosophical dimension, I bore down on what people can do to influence decision-making when they think a "bad" decision is about to be made.
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Building the Relationship with Your Boss (WBS)
It was a delight to present "How to Win Over Your Boss" to the Executive MBA group at Warwick Business School on 1st October.
Lots of discussion, precious little time to answer all the questions, and I am now keeping my promise to provide you all with more resources, and some brief answers to outstanding questions.
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The Influential Executive: Nine Critical Capabilities
To get to the top you have to be good at your job. You also have to be extremely good at influence, especially if you work in a competitive environment where egos, personal agendas and politics are rife.
Over the last 15 years I have helped hundreds of senior people make it to the top in large organisations. They have risen above the norm, moved faster than average, and developed an unusual sense of security.
Here are the nine capabilities that enabled them to distinguish themselves, and become extraordinarily successful – and they are not what you will learn in business school, or on the majority of leadership development programmes.
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An Introduction to Influential Leadership
This text is taken from the original draft manuscript of Influential Leadership: A Leader's Guide to Getting Things Done and is provided here to enrich your learning on the Strategic Influencer Programme.
Introduction
Leadership is about driving progress towards a vision or goal with the help and support of others. The quality of leadership varies greatly as do the behaviours, skills and characteristics of good leaders. It seems that no two leaders are the same. One thing common to all leaders is the need to influence others. They have to get people thinking, feeling and acting differently than they would otherwise have done. They have to create change in others. The more effective they at influencing those around them, the more progress they will make. They will also gain recognition for their leadership ability. When leaders are effective influencers they are able to win over opposition, motivate people to go that extra mile and get others to innovate and collaborate towards the goal or vision. They all face challenges, but because of the way they lead through influence, objections, problems and road blocks are easily overcome. Read MoreInfluential Leadership Capabilities
This text is taken from the original draft manuscript of Influential Leadership: A Leader's Guide to Getting Things Done and is provided here to enrich your learning on the Strategic Influencer Programme.
In order to develop your Influential Leadership, as you move through these areas I will be addressing a range of specific capabilities. These form my vision of a role model leader. This will help to provide structure and also to focus you on the actions that you will be taking as you develop your competence.
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