More Effective Influencing

Developing the techniques & approaches that enable you to influence others more effectively

Influencing is a necessary skill for anyone at work, whether that person is a manager or a member of staff. The ability to bring others to your way of thinking without force or coercion is important in the workplace and serving the customer. Influencing others is a transferable skill people take with them from job to job in the ever changing world of world. Managers want to convince employees to work hard, and sales staff, for example, need to convince customers their product is the best purchase choice. There are many more examples that could be sited with equal merit.

Influencing is not about threatening other people. It doesn’t try to make use of authority or threats to make a point or to make people act the way you want them to. Influencing does not require pushing or coercing. Influencing doesn’t disregard people’s thoughts and opinions. It does, however, require winning support from people.

Influencing skills quite simply require us to take others’ views into account. It involves getting people to change their minds about a topic and to act in a certain way by acknowledging their opinions. Influencing people is about getting something done instead of complaining. People like being around those who can influence others. Influencing people makes almost any job easier, whether you want to convince staff to buy into your plans or want to heal relationships with angry customers. It enables your organisation to move toward its goals in a positive way.

Being aware of yourself, your communication style and the impact you have on others is vital to being a person capable of influencing. Though you may prepare and present a well-thought-out talk on a topic, if you haven’t convinced your audience of its importance and why they should see the issue your way, you have not influenced them. You must acknowledge how others view your message and be willing to make changes to how you present it.

Being able to influence others in meetings and other business exchanges requires confidence. Even when you don’t have the authority to make a certain decision, being able to influence others can give you the confidence you need to suggest a change to managers and get them to accept your idea. If others regularly influence you when you want to say, “No,” knowing how to influence can also help you stand your ground and successfully persuade others that your way of thinking is correct.

For Whom

This workshop is suitable for managers and staff at all levels and from all sectors who are looking to become more effective at influencing others

Aims and Objectives

The overarching aim of this one day workshop is to raise awareness of what ‘influence’ is and how to influence others effectively, and to begin to develop effective influencing skills.

Delegates will be empowered to tackle a wide range of work and real life situations with colleagues, managers, customers and suppliers

Course Contents

1. Understanding influencing

  • The importance of our personal attitude and approach to influencing
  • The influencing process – 9 key steps:-
  • Step One -What do I want to achieve?
  • Step Two -What are the needs/objectives of the one I want to influence?
  • Step Three -Decide on your preferred approach – or choices of approach.
  • Step Four -List the possible objections
  • Step Five-Prepare a personal action plan
  • Step Six -Mental Rehearsal
  • Step Seven –Visualisation
  • Step Eight -Role playing
  • Step Nine-Changing shoes

2. Planning and preparation

  • influencing and gaining commitment
  • action and follow up

3. New principles to influence

  • Principle 1: Reciprocation
  • Principle 2: Social Proof
  • Principle 3: Commitment and Consistency
  • Principle 4: Liking
  • Principle 5: Authority
  • Principle 6: Scarcity
  • Handling objections
  • Assertive Behaviour
  • Aggressive Behaviour
  • Passive Behaviour
  • Passive Aggressive Behaviour
  • Dealing with conflict using influencing skills

4. Influencing in practice

5. Action planning