INFLUENCING WITHOUT AUTHORITY
Many professionals today are asked to influence in situations where they lack formal authority. Results, in these situations, are still achieved only with the willing cooperation of others. In other words, our success is dependent upon others. People may, or may not, choose to act interdependently. This creates both a challenge and an opportunity to lead.
Leadership is the process of influence. Defined as such, every attempt we take to influence is an attempt to lead. As such, the need to think about power is also a critical aspect of assessing our own leadership. The purpose of including power in the discussion of leadership lies in the critical link between our potential to influence (our power) and the actual success we experience while influencing (our actions and behavior).
Power is the capacity to influence. No one is influenced without a reason. It is important to recognize that power is something other people give you. They also take it away. If someone thinks you have power - you do. If someone thinks you lack power they won't give it to you. It is what people perceive that is the only thing that influences them.
POWER BASES
All effective leaders are clearly seen as powerful people. They are seen as having the ability to influence others. They earn their power through the way they act and the things they talk about. All leaders earn their power day to day. The capacity a leader has to influence comes from a variety of sources. The two principle bases are what is perceived about the position one holds and what is perceived about the person. (See Figure 1.) No source of power is purely positional or purely personal. It is a matter of how much of the influence potential is due to the position and how much is due to the person.
Legitimate power is the closest type of power based solely on your position. If you have legitimate power, you will find others willing to follow you due to the importance given to the role you play in the organization. Remember, do not believe that everyone in the same position shares the same sense of legitimacy. Legitimacy, like all power, is earned. Reward power is found in giving others what they want or taking away from them those things they do not want. Both are rewarding. (Punishment is doing the exact opposite.)
Connection power is who you know that others either want something form (a reward) or want to avoid (a punishment). Information power is possessing some information that is both hard to get and important to someone. Information power is not knowledge, it is access. Expertise, on the other hand, is specific abilities, knowledge or skills that are valuable and needed by others that you are willing to share. Charisma, the last of the power bases, is the nearest to being purely personal power. Charisma is an identification process. There is a bond created by a sense of common purpose, beliefs, views, and interests.
Anyone who leads possesses one, or more, of these various power bases. The more effective leaders possess all the power bases, not just a few of them. It is important to develop your power in order to influence others effectively.
KEY SUCCESS FACTORS
How leaders come to possess these power bases is largely the byproduct of their own behavior. There are a half dozen components of behavior that help leaders earn the right to influence. (See Figure 2.) Each of these components can stand alone. Yet, when used systematically together they become a reinforcing cycle. Where you start in developing your power is not important. What is important is to start developing these success factors.
In a new situation, a logical first step is to establish your personal credibility. The kinds of actions that help build credibility include: demonstrating enthusiasm toward the project and work being performed; showing a sincere dedication to achieving quality; conveying expertise in a positive versus a negative (i.e., "I know it all") way; seeking out others who can help give insight about the situation (i.e., tapping the expertise of others); and, seeking personal feedback and taking any feedback given in a constructive fashion.
In the process of establishing credibility, an effective influencer at more or less the same time begins to help others. Helping others is what sound interpersonal influence is all about. Leading others is best accomplished by taking the first step to understand others situation and what is most important to them. You are not nearly as successful to first seek others assistance for what you are trying to accomplish before helping them with their needs and agenda. In helping others it is useful to: share your expertise and support to the goals others find important; respond quickly and constructively to the requests others make of you (thus, setting the stage for reciprocity); and, keep others posted of what is happening and expected of them. None of us like surprises. Getting information late in the game, is never seen as helpful. Transmitting information in a timely fashion is always appreciated.
Building a relationship is essential to constructing the foundation for the give and take essential to all normal relationship. Treating every individual as an ally, and as a person deserving respect, sets the stage for trust and cooperation. It can be the little things like how others are talked about in their absence that either gains mutual respect or undermines the whole relationship. Almost every action either adds value to a relationship, or detracts from it. Additionally, the wise person takes into account the pressures others face prior to any request for assistance, not putting his/her own needs ahead of others' needs, situations, and priorities.
Working to establish personal credibility, helping others and building relationships all help lay the groundwork for effectively taking action. In any work environment, the favorable execution of results is what we are paid to do. Concentrating on what is most important, communicating priorities, and being a catalyst to removing obstacles that are in the way of completing tasks, all contribute to a track record of achieving results.
Needless to say, these results should focus on providing value to a client base that benefits from the services provided by your team. Serving the client, in the eyes of the client, is a potent instrument in the tool kit of an effective influencer. All of these actions should be based on a strong personal commitment. Sticking to your principles, keeping all of your commitments, and personally sacrificing for the team and the client, exemplify what we are at our best. Coming full circle, these actions reconfirm our credibility. Putting into practice all the six key success factors increases substantially the likelihood of our success in the interpersonal influence situations we face.
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