Notes on Influencer to Change Anything_13 pdf

Become an Influencer 263 For instance, when it comes to your own health care, here’s an interesting best practice. It’s wise to talk with your per- sonal physician with the idea that any lingering symptoms you experience might have more than one underlying medical cause. Recent research into how doctors think reveals that patients who say, “Yes, it sounds like I might have X, but could there be something else going on as well?” are more likely to resolve their overall health problems than those who hold to the belief that if they treat one source of the problem, they will be fine. Left to our natural tendencies, most of us make poor use of the vast array of the tools that can help improve performance. When it comes to complex interpersonal skills, we rarely think to make use of deliberate practice. For instance, in the fields of leadership and interpersonal influence, students are rarely taught specific behaviors that they can then rehearse while receiving detailed feedback from a trained coach. In- stead, students are taught “from the neck up” a set of ideas that rarely leads to changes in behavior. The ability to withstand yearnings and temptations is rarely viewed as a skill. Instead, the ability to overcome enticements is routinely attributed to inherent, DNA-driven personality characteristics. Consequently, almost nobody actually practices methods for delaying gratification. When people don’t believe that the ability to withstand cravings is skill based, they rely on every source of motivation imaginable. Eventually their inevitable failure leads to depression and helplessness rather than a search for newer and better skills. Social capital also remains a largely untouched resource for enabling change. Often we’re led to believe that battles need to be won within the confines of one’s own heart. Heroes have first and last names, not collective descriptors such as “team” or “group.” Consequently, asking for help is seen as a weakness rather as than a savvy strategy. Master influencers know better. They identify those who need to be added to the change effort 264 INFLUENCER in order to succeed. They make use of peer influence and ensure that social circles support the effort rather than get in its way. When it comes to enabling performance by making use of the physical world, most people typically fail to even think about this powerful and yet largely untapped source of influence. Dr. William F. Whyte came up with the idea of building the restau- rant order spindle when he was dealing with restaurant argu- ments, but nobody else thought of it. Dr. Frederick Steele explained this mental gaff by suggesting that most of us are envi- ronmentally incompetent. We rarely see the effect the physical environment is having on us, nor do we make use of environ- mental features when crafting an influence effort. In short, you must address all six sources of influence when designing an influence strategy. Stop thinking of influence tools as a buffet, and recognize them as a comprehensive approach to creating systematic, widespread, and lasting change. Di- agnose both motivational and ability sources of influence, and then lock in the results by applying individual, social, and struc- tural forces to the solution. You now have a powerful six- source diagnostic tool at your fingertips. Use it liberally. MAKE CHANGE INEVITABLE Let’s end on the concept of making change inevitable. More than anything else, this characteristic sets effective influencers apart from everyone else. Individuals who routinely hit their change goals overdetermine vital behaviors in order to make change inevitable, meaning that they routinely look at all six sources, find methods from within each source, and continue adding new influence strategies well after others have stopped searching for change levers. They do this for a good reason. Typically the change they’re attempting to orchestrate is so audacious—so completely hopeless—that they pull out every influence tool available. Become an Influencer 265 PUTTING IT ALL TOGETHER To see how the principles we’ve studied can be used in combination in an actual business case, let’s take a look at what we (the authors) once did when working with an ex- ecutive team to solve a particularly destructive problem. The leaders attempted to use each influence method we’ve discussed to deal with the company’s inability to deliver on commitments. In this company, employees were good at making promises; it was keeping them that gave them fits. With each new proj- ect, senior managers set clear objectives, department heads agreed to detailed specs and deadlines, and then one or more groups fell miserably short of their goals and delayed the proj- ect. This habit of always missing deadlines caused enormous problems with customers. Delays and crisis recoveries caused costs to spiral out of control. And the company’s growing rep- utation for being “long on commitment but short on fulfill- ment” was beginning to cost them dearly in the marketplace. Old customers were fleeing while new ones were becoming increasingly difficult to find. To identify the self-defeating behaviors that were leading to failure, a team consisting of several senior managers and the authors conducted interviews with project managers and proj- ect team members. The research team quickly discovered that people were completely aware of consistent failures, as well as the reasons for them. Fact-Free Planning. One manager told us that corporate executives would lay out plans without gathering facts about what the team was actually able to accomplish. If they did ask for input, it was just a joke because they already had the dead- line in their heads. The manager explained, “More often than not, we know from the onset that we’re going to fail because we don’t have sufficient resources. Watching one of our proj- ects unfold is like watching a ‘slow-motion train wreck.’ You 266 INFLUENCER know that your project is going to end in disaster, and all you can do is sit back and watch it tumble off the track.” Project Chicken. Another manager explained how the team played the same pernicious game we discussed earlier. “In every planning and follow-up meeting,” she said, “project man- agers say they’re right on spec and schedule, while in truth they’re quietly praying that someone else will admit that he or she is behind schedule so that person will take the heat while everyone else is given a reprieve. It’s a deadly game that pits managers against one another in a way that eventually crushes our customers.” AWOL Sponsors. Finally, we found that the organization’s projects suffered when project sponsors were absent without leave. Each project was assigned a senior leader whose job it was to sponsor the project. The sponsor was supposed to help guide the project through the organization as they and other leaders competed for resources. If there was a problem, it was the sponsor’s job to seek additional resources as required, update key personnel, and otherwise smooth the skids. The trouble in this organization was that sometimes sponsors wouldn’t show up for meetings, wouldn’t enforce agreements with other departments, and would fail to align other leaders behind the teams’ decisions. The project team was left hanging, and the project would inevitably come to nothing. One project, for example, burned up thousands of person- hours and over a million dollars in precious resources, but ended up on the scrap heap at the end. The most painful part of the failure, however, wasn’t just the loss of time and money. It was that halfway into the project everyone knew it was doomed because the sponsor was doing nothing to enforce commitments, gain support from stakeholders, and maintain accountability. Everyone would show up to project meetings, but they’d just play with their BlackBerries because they knew the meetings were irrelevant! Become an Influencer 267 Search for Vital Behaviors To discover what it would take to turn around this culture of fear and failure, we asked if there were any project managers or team leaders who consistently hit their deadlines, and if so, if we could watch them in action. It turned out there were. So we and the executive team studied these positive deviants. While studying these accomplished project managers, we began to see why they hit their goals when others didn’t. For instance, in one key meeting we watched a positive deviant deal with Fact-Free Planning. A senior executive had commit- ted to a deadline without ensuring that the organization could deliver. When confronted with her misstep, the executive became very defensive. She threatened to outsource the proj- ect if the internal team “didn’t have the commitment required.” That was when the magic happened. We watched this skill- ful project manager deal with the defensive executive, refuse to respond in kind, and calmly create a sense of shared purpose between the project team and the executive. The manager left the room with the backing of the executive for a far more real- istic plan and, more importantly, with an agreement on how future project commitments would be made. Watching this woman along with other positive deviants showed us that the vital behaviors for project success involved dealing with what we later called “crucial conversations.” In fact, we’ve found that being able to successfully hold crucial conver- sations is frequently the vital behavior behind change. (Our book Crucial Conversations: Tools for Talking when Stakes are High teaches a very common set of vital behaviors—the ability to speak and be heard and encourage others to do the same, no matter how controversial, political, or unpopular one’s views.) Having found our vital behaviors in this particular organi- zation (the ability to hold crucial conversations about Fact-Free Planning, Project Chicken, and AWOL Sponsors), it was our job to use every means within our control to ensure the results 268 INFLUENCER they wanted. What would it take to get everyone to enact these behaviors and eventually turn the culture around? Change How You Change Minds We knew one thing for certain: Verbal persuasion wasn’t going to offer much help. Telling people that they needed to speak up when they disagreed with a person in authority or had bad news sounded more like, “You need to naively expose your problems, put your career at risk, and be seen as a whiney non- team player. So go ahead—who wants to be first?” What we needed to do was find a way to help people change two specific views. First, they had to believe they could indeed speak frankly without looking like rebels or wimps. Second, they had to believe that if they did effectively share their contrary or controversial ideas, they and their colleagues would make the right choices about deadlines and resources, and eventually they’d be able to actually hit their goals. MAKE CHANGE INEVITABLE To replace their existing fears with a growing sense of confi- dence, employees didn’t need a lecture; they needed to improve their actual skills (Personal Ability). To do so we took the rather complex behaviors demonstrated by those who knew how to make it safe to talk about just about anything, and fol- lowed the tenets of deliberate practice. We broke the skills into learnable parts and provided positive examples. As individuals practiced the new skills within a protected training environ- ment, they were given immediate feedback from a coach. Finally, as they grew their competence they began to believe that they could indeed speak their minds without taking a huge risk. But we didn’t stop there. We took care to connect the newly acquired skill set to the trainees’ sense of who they wanted to Become an Influencer 269 be as well as to their core values (Personal Motivation). People weren’t being asked to learn skills merely because it was the lat- est “flavor of the month;” they were being given the chance to become the person they preferred to be. Nobody wanted to play project chicken—essentially lying about their readiness while wishing the worst on their peers. Consequently, as part of the training experience people openly discussed the existing culture, how it violated their values, and what it would take to become a functioning team composed of professionals rather than, well, a group of people who had originally described their culture as one built on lies and deception. In addition, we gave team leaders a firsthand view of the human consequences of AWOL sponsorship and fact-free planning. We had them spend a weekend in development— seeing the problems thoughtless deadlines and lack of support from leadership created for the personal lives of those who had to meet the deadlines. At one point, an operations manager confessed that his marriage was about to collapse because he had not been home a full weekend for over a year. Members of the leadership team left with a whole new level of moral engagement. To provide additional motivation to learn and implement the vital behaviors, we tapped into the social support system (Social Motivation). First we identified opinion leaders and asked them to help lead the influence effort. They were the first to go through the training. By learning firsthand that the train- ing could help them resolve real problems they had been fight- ing for years—and then seeing the enormous benefit of learning and implementing the skills—opinion leaders openly encouraged their coworkers to take part in the training and put the skills into play. To transform mere words into a vicarious experience, several told stories of how the skills had helped them work through a touchy discussion. To further enable each employee to routinely use the skills, the training was always taught in intact teams by the team’s 270 INFLUENCER immediate supervisor (Social Ability). The supervisor would begin by forming participants into teams of three. After the training was complete, the teams met and discussed what they were doing to catch and solve problems early. They often gath- ered over lunch, where members helped each other prepare for an upcoming high-stakes conversation. Managers provided additional incentive to routinely step up to and master the vital behaviors by including the target behav- iors in performance reviews linked to the annual bonus (Structural Motivation). Employees were now measured against the skills that were taught in the training. In addition, 25 per- cent of senior executives’ bonuses were pegged to whether or not they measurably improved the vital behaviors across the orga- nization. That put real teeth into the intervention. Finally, to make good use of the physical environment, every meeting room displayed a poster that reviewed the skills employees were supposed to bring into play when they faced problems with project management (Structural Ability). Leaders also included a short list of the vital skills at the top of their printed agenda as a way of reminding themselves to review one or more elements in each meeting. And then, to make good use of the power of propinquity, two groups that routinely went at it hammer-and-tong were moved to the same work area where con- stant interaction helped them become far more collaborative. By carefully considering each of the principles we’ve cov- ered in this book, this particular change team was able to over- come what had been an overwhelming problem. We know that they succeeded because we measured the results. By taking a pre-measure of the vital behaviors and then correlating improvements in the behavior with key performance indicators, the research team discovered that not only did the use of vital behaviors increase substantially, but for each percentage increase in the use of the vital behaviors, there was a $1.5 mil- lion improvement in productivity. Quality and customer satis- faction measures were similarly affected by improvements in Become an Influencer 271 the vital behaviors. By applying each of the influence princi- ples and strategies we’ve studied—and not just one or two methods—the change team was able to resolve what had been a massive and resistant problem. They had become genuine influencers. AN INVITATION FROM THE AUTHORS Influencers not only overdetermine their results, but they also rarely work alone. Massive problems require a community of influencers working in concert. As an increasing number of people apply the works of Bandura, Silbert, Hopkins, Berwick, and other influence experts to problems of every kind, new and vibrant influence communities are springing up each day. By working with others to bring every influence tool imag- inable to bear on their problems, this growing community of experts has taught us not to be too quick to pray for serenity. They have shown us that the combined power of their influ- ence tools is far greater than the sum of the individual parts. While turning criminals and addicts into healthy citizens, sav- ing millions of lives, turning companies around, and annihi- lating deadly diseases, they have taught us one of the most important lessons we can ever learn. When you understand the forces behind any behavior, along with the strategies to change it, you hold within your grasp the power to change anything. You too can find strength in numbers by joining the grow- ing community of world-class influencers. Start by visiting our Web site at influencerbook.com, where we’ll provide you with a worksheet to help you prepare for and organize your next influence project. At this site you can blog with other students of influence who are working to solve challenges similar to yours. You’ll also be able to learn more about vital behaviors and six-source strategies, and view short segments of interviews with a few of the influencers you’ve already met in this book. 272 INFLUENCER Finally, if you’d like to take a measure of your existing influ- ence skills, the site offers a self-assessment that not only gives you a view into your existing influence repertoire but can also help you develop the next steps for becoming an effective influ- encer. Enjoy! [...]... Ford Pinto Case and the Development of Auto Safety Regulations, 1893–1978,” Business and Economic History, 27 (1998), no 2 P 97 M Dowie, “Pinto Madness,” Mother Jones (September/October 1977) P 99 Connect to values: Stanton Peele, 7 Tools to Beat Addiction (New York: Three Rivers Press, 2004), p 24 P 101 One-word label: Albert Bandura, et al., “Disinhibition of Aggression through Diffusion of Responsibility... System (Washington, DC: National Academies Press, 1999) P 68 Don Berwick: Personal interview with the authors Any reference throughout the book to Don Berwick or his work is taken from this interview unless otherwise cited To learn more about Josie’s story see: www.josieking.org P 70 General Gowon: Personal interview with the authors, 2006 PART 2: MAKE CHANGE INEVITABLE P 75 Information about the Guinea... interviews with Dr Donald Hopkins and other personnel at The Carter Center 4 Personal Motivation P 85 Terri: Mimi Silbert, personal interview with the authors Mimi told many stories of individuals who go through experiences similar to that of the fictionalized story of Terri P 86 Scott Peck, The Road Less Traveled (New York: Simon and Schuster, 1978), pp 213–214 P 87 Classical conditioning: I P Pavlov,... Group Personal interview with the authors P 7 Detroit jobs: Louis Aguilar, “Michigan Needs Auto Industry to Rebound to Help the State Out of Its Recession, Economist Says,” Detroit News, June 12, 2007 P 7 Toyota: Charles Fishman, “No Satisfaction at Toyota,” Fastcompany.com, 111 (January 2007): 82 P 8 Discussion of the proceedings of the 16th International AIDS Conference was taken from the conference... Methods of Change, ” The Problem of Changing Food Habits: Bulletin of The National Research Council (National Research Council and National Academy of Sciences, Washington, DC, 1943), pp 35–65 P 153 Parents’ influence: Brent L Top and Bruce A Chadwick, Rearing Righteous Youth of Zion (Salt Lake City: BookCraft, 1998) P 153 Qualities of opinion leaders: Everett Rogers, Diffusion of Innovations, 3rd ed... P 36 Regional medical center: This story is taken from a consulting project done by the authors with an anonymous medical center P 41 Guinea worm statistics: Ruth Levine and the What Works Working Group with Molly Kinder, Millions Saved: Proven Successes in Global Health (Washington, DC: Center for Global Development, 2004), p 91 Additional information is reported on The Carter Center’s Web site: http://www.cartercenter.org/health/... Egri The Art of Creative Writing (New York: Kensington Publishing Corp., 1965), pp 18–19 P 62 Mirror neurons: Giacomo Rizzolatti et al., “Premotor Cortex and the Recognition of Motor Actions,” Cognitive Brain Research, 3 (1996): 131–141 For more info on the mirror neuron and the discovery thereof, see: http://www biocrawler.com/encyclopedia/Mirror_neuron P 66 Scared Straight: A Petrosino, C Turpin-Petrosino,...Additional Tools and Resources S trengthen your influence skills today by visiting our Web site at www.influencerbook.com There you’ll find a variety of free resources that have been designed to help you transform this book into a tool for change Resources include: Worksheet Download a worksheet that you can use to design and organize your next influence effort This handy tool helps you select... Network quotient: Don Cohen and Laurence Prusak, In Good Company: How Social Capital Makes Organizations Work (Cambridge, Massachusetts: Harvard Business School Press, 2001) P 188 Physicians: Atul Gawanda, Complications: A Surgeon’s Notes on an Imperfect Science (New York: Picado, 2002), pp 11–24 P 189 Tragedy of the Commons: William Forester Lloyd, Two Lectures on the Checks to Population (Oxford, England:... Intervention and Policy Evaluations (Philadelphia: Campbell Collaboration, 2003) P 66 Gums: I L Janis and S Feshbach, “Effects of Fear-Arousing Communications,” The Journal of Abnormal and Social Psychology, 48 (1953): 78–92 P 68 Medical deaths: Don Berwick, personal interview with the authors, 2006 Information is taken from a report by the National Academy of Science: Linda Kohn et al., To Err Is . 1977). P. 99. Connect to values: Stanton Peele, 7 Tools to Beat Addiction (New York: Three Rivers Press, 2004), p. 24. P. 101. One-word label: Albert Bandura, et al., “Disinhibition of Aggression through. organi- zation (the ability to hold crucial conversations about Fact-Free Planning, Project Chicken, and AWOL Sponsors), it was our job to use every means within our control to ensure the results 268 INFLUENCER they. “crucial conversations.” In fact, we’ve found that being able to successfully hold crucial conver- sations is frequently the vital behavior behind change. (Our book Crucial Conversations: Tools for