On the 2nd of April our member and collaborator Karen Fugle- Executive Coach for Architects and Designers at SleepingGiant Consulting- gave a masterclass on Influence, to the NAWIC London and South East network.
Hosted by the team at Herman Miller, the event allowed us to learn about the different ways in which influence can be gained
Attendees listened with interest and engaged throughout the first part of the seminar which first looked at why influence matter, what are the principles of influence, its process and approaches and then worked through practical role playing examples in smaller groups.
From here, we would like to thank Karen for an excellent session and our hosts for their generosity. We would also like to thank attendees for sharing with the group their challenges and goals.
For those who did not get a ticket (we were fully booked ) Karen has kindly prepared the following :
Leaders – Expand Your Influence Style Toolkit! (by Karen Fugle, SleepingGiant Consulting )
Do you ever wonder if you are as influential as you could be? Every leader faces influence conversations on a basis daily. Unfortunately, many find they rush into meetings using their default influence style without knowing that there are multiple approaches and that some are more effective in different situations. By associating different parts of the body with different influence styles, you can quickly assess whether you have the full toolkit of styles, to influence people in almost every situation.
Left-Brain. The left-brain is all about facts, logic, analysis, information and data. This is great when you are an authority, or when you know facts that matter to the other person. Relying on the left-brain can help you convince someone that an idea makes sense.
Right-Brain. The right-brain is the gateway to the subconscious and where we process images, stories, metaphors, and pictures. By using more stories and images you can reach people at a different level, than with the left-brain alone.
Gut. This represents our center of gravity or, for yoga fans, our core strength. It is where we go when we take a stand, negotiate, assert appropriately, create a contract or set boundaries. When we influence from our gut, we tell someone what we like and don’t like about their performance, tell them what we expect, and offer incentives to encourage them to comply.
Heart. In situations where we want authentic commitment and not just compliance, it is not enough to tell or assert. You need to be open to new ideas about how he or she can be better, and how to achieve the goal. Shift the conversation to asking for advice and help, listen to the other person’s aspirations and goals to craft a solution and be flexible about how things get done.
Spirit. The spirit is about our shared values and experiences. We are appealing to our common ground and the bonds that hold us together. Use this approach to form a team and create a feeling of alignment.
Vision. Vision is about where we are going. We want to paint a compelling, inspiring picture about where we can go together, and then invite others to jump in and build on the vision. This is the approach to use for a team that is kicking off, or when a push is required to get people to move forward despite challenges.
Hands. Raise your hands to the bold and fearless request! Opportunities can come out of the blue and sometimes this means stepping out of our comfort zone. “If you don’t ask, you don’t get” is my favourite piece of advice. A bold request could get you on the radar where you were once invisible.
Legs. Don’t forget to use your legs when conversations start to spiral downwards. For instance when emotions run high or when your strategy isn’t working. This doesn’t mean that you give up and retreat, but does mean that you take some time to excuse yourself, let both parties rethink their positions, and come back together.
Would you like to learn more about these approaches, and how to use them to achieve your goals and influence others almost effortlessly? Contact Karen at SleepingGiant Consulting to find out more.
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