Nothing is less productive than to make more efficient what should not be done at all. ~ Peter Drucker ~
Kevin had been hired to turn the company around. He arrived to find a sluggish, apathetic staff. Most were warry of the change and unwilling to stick their neck out for anything.
Kevin moved immediately to work on the three things that would most affect your employee’s productivity. He knew he had to energize the workforce. He had to learn who could rise to the top and which employees are worth letting go.
The PVI Model— Perception, Visibility, Influence— seemed designed to empower employees to take back control of their careers. Keven felt sure once they saw the impact they could have in influencing those around them, they would become energized and increase productivity.
- Perception. Kevin started educating his workforce on both how he perceived them and what he knew they were capable of. He encouraged them to look within themselves for their strengths and talents.
“Sharing what you know and can do is not bragging,” he said. “It helps us use your strengths in key places. You can enjoy your work more and we can produce more when we match your strengths to our needs.”
Kevin was quick to value employees who spent the time looking at how they were perceived and then acted in a way to increase positive responses.
- Visibility. Sometimes it was hard to see who really had the greatest talents. It wasn’t just those who talked about it the most. But it was essential for Kevin to find the rising stars. So he deliberately cultivated a culture of people willing to increase their visibility.
Workers sent in a weekly report of their accomplishments. They created a large “brag board” for employees to pin “atta-boys” for themselves and co-workers. They took a few minutes at meetings for attendees to tell their greatest accomplishment of the week.
Soon, Kevin had a firm grasp of those employees who were contributing to productivity.
- Influence. Kevin saw the influence of the more confident employees rub off on the apathetic ones. He encouraged team work and mentoring. Open discussions allowed employees to influence decisions made at higher levels.
As the workers saw their increasing influence, they began to feel empowered. Kevin felt the energy increasing week by week. Workers took more responsibility for themselves and their projects.
Friendly competition and rivalry made each team seek to do their best. Kevin cross- pollinated the teams so the best influencers could enrich weaker teams.
“The pay-off for the organization was huge,” Kevin said. “This PVI Model had a major effect on the employee’s productivity, motivation, and staff retention. After just a few months, it feels like a completely different company.”
Kevin commented on the tone, the buzz of the office. Workers came up and thanked him for making such a difference. “They even told me they’d recommended their friends come work here.” Kevin said. “That’s such a contrast to the brain drain I faced when I arrived.”
“Perception, visibility and influence just make the company run better— on every level,” he concluded.
What parts of your company culture affect your productivity? What makes your employees most productive?
“Leadership is intentional influence.” ~Michael McKinney~
Client Brianna asks:
People often talk about the importance of influencing internal and external stakeholders. What makes a successful influencer, in your eyes?
Coach Joel answers:
Successful influencers do these five things better than anyone else. These five strategies foster strong relationships that make others see those influencers as people they can rely on. If you succeed in putting these five things into practice in your daily work, you’re just about guaranteed to build influence in your workplace.
- Build strong partnerships. A strong influencer is able to create partnerships across all business units, thereby developing a wider base of support and cooperation. When you develop these strong relationships, you’ll help the whole organization to function more effectively—and you’ll be seen as someone who guides others in developing relationships that benefit the whole group.
- Leverage allies. Your allies will help support your ideas and accomplish the tasks that have been deemed important. Successful influencers cultivate alliances with people across the company who are in positions of leadership or who have strong social capital. Influencers stay in close communication with these allies and have the confidence to ask for what they want. They know how to clearly articulate their needs for support to these allies, spelling out how their request will benefit the whole organization.
- Cause others to rely on them. Because successful influencers shape group decisions and change outcomes for the better, people appreciate their conﬁdence and know they can depend on them. Higher-ups as well as people they supervise come to them for advice and ideas. To get higher-ups to rely on them, successful influencers might become experts in areas that most people aren’t knowledgeable in, filling in important gaps. They might also demonstrate their ability to creatively solve problems that everyone else avoids. The people they supervise feel empowered by talking with them, because influencers give them guidance in developing and implementing their own ideas.
- Lead up. When building your influence within your workplace, don’t just work to lead those who are below you on the hierarchy. Leadership isn’t about having a title. Influencers establish mutual respect with people above them, who seek out and listen to their opinions, ideas, and insights as a result. Voice your input to these key players with confidence, using your existing relationships with key players to reach new ones. For instance, if you have a suggestion for improving a product development strategy, present it to an advocate and ask for help in connecting with decision-makers. Carefully craft your rationale for your ideas and suggestions before speaking with those further up the hierarchy, and voice your input to these key players with confidence.
- Gain results from others. Strong influencers know how to keep others motivated, lighting a fire under them to succeed. That means making them believe they can achieve their goals. They also work to create a positive environment that makes employees happy to come to work. As you become a person who gets results from others, you’ll inspire them to keep taking on more ambitious tasks that positively impact the company’s bottom line.
When you master these five qualities, you’ll have become a successful leader in your organization. You don’t need to be in a formal leadership position to hone and utilize these qualities. As you naturally assume more of an informal leadership role, a work promotion is likely to follow. Don’t wait until someone else gives you the green light—begin stepping into a leadership position now, by developing these key skills. Your influence in the workplace will keep building as you grow more practiced in all of these areas.
Try focusing on one of these five qualities each week. Email Joel to discuss your progress and how you can continue improving.
Have you tried any of these strategies? What were your results?
“Leadership is not about a title or a designation. It’s about impact, influence and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire team-mates and customers.” ~Robin S. Sharma~
Client Lorenzo asks:
I’ve worked hard to improve my perception and increase my visibility in my company, and I feel I’ve succeeded. How can I leverage my visibility to become more of a key player in my organization?
Coach Joel answers:
Lorenzo, congrats on strengthening others’ perception of you and achieving greater visibility. Those are important steps toward becoming a key player in your company. To really have an impact on things like its vision and direction, you now need to increase your influence. Having influence over others will allow you to truly have an impact on your organization. Here are three strategies that will help you increase your influence at work.
- Get things done. Let people know they can count on you to accomplish even the toughest assignments. You’ve undoubtedly worked to brand yourself in this way while improving your perception. Keep it up, and work to take on more ambitious and high-profile assignments, particularly those that involve leadership. Your adeptness at managing a team will garner respect from team members as well as higher-ups.
- Become a go-to person. Become someone whom others seek out for advice when striving to accomplish essential tasks and make important decisions. Give honest feedback, instead of sugarcoating things so that others will like you. Rather, gain their respect by becoming known for your candor, being tactful yet truthful. If you start doing this in meetings, others will seek out your input. Make others feel comfortable coming to you for advice or to exchange ideas by being supportive and encouraging in all of your daily interactions.
Additionally, hone particular types of knowledge or skill that will make others see you as the authority in those areas. Take note of any gaps in knowledge in your organization, work to fill them, and then promote yourself as knowledgeable in those areas. As you work to increase the influence you hold by becoming a go-to person, your whole organization will benefit from your efforts.
- Gain buy-in for your ideas. Your established credibility and respect will prompt people to embrace your ideas and want to be a part of what you’re doing. Before pitching an innovative idea, ask yourself whom you need on your side. Leverage the relationships you’ve built with key players in your company to get strong support on your side from the beginning. Sell your ideas to them by having data to back you up and preparing to respond to criticism. Most importantly, present your ideas with confidence, even if you don’t have seniority or a high-level leadership role. Having power or formal authority isn’t necessary to influence others. Belief in yourself is—and it will take you further than you might think.
As you grow your influence at work, you’ll increase your ability to sway opinions and will find people embracing your ideas. People will be loyal to you and your perspectives, and motivated to carry them out. You’ll soon become that person whom all your colleagues want on their team when introducing a new idea, because your opinion matters to everyone.
Do you have a plan for building your influence at work? Email Joel to make sure you’re on the right track.
Have you tried any of these strategies for building your influence? How did it work out?
“When you learn how much you’re worth, you’ll stop giving people discounts.”
~ Anonymous ~
Client Nathan Asks: I am completely frustrated. As the client development manager for my firm, I am expected to be the “idea person” when it comes to new business development and client relations. And I think I have a ton of good ideas at work. But whenever I get into a staff meeting, my ideas–even my participation in discussions–are almost totally ignored. I’m not a “rah rah” sort of person and maybe that’s what people are expecting. I’m pretty low key and I feel I’m presenting good ideas—it’s just that nobody’s hearing me.
Coach Joel Answers: It’s not unusual for people in almost any role to sometimes have difficulty getting attention, let alone get their ideas accepted and implemented. Here are three things I think you should do right now to improve your acceptance ratio:
- Build a support network
- Support the ideas of your colleagues
- Improve your presentation skills
1. Build a support network. The key to your success is to consult others and build support for big initiatives before you launch them. When you want to introduce a new strategy, schedule a series of one-on-ones with different people within the company—or even outside the company if that’s appropriate. Present your idea and ask for their thoughts, a critique of your plan, and listen. Incorporate what input you can, and you’ll stand a good chance of gaining their buy-in. Be selective about who you choose to hear your ideas. Pick thought leaders, people who have had success implementing their own ideas and whom you can trust to keep it confidential until you’re ready to go public.
2. Support the ideas of your colleagues. There are plenty of ways to increase your visibility in meetings, and one of the easiest ways is to say positive things about the work others are doing. While you’re planning your next big thing, begin to lay the groundwork for support by supporting others. If someone floats a new idea in staff meeting, find something to like about it and say so. You may even add a new piece to it, if that’s appropriate. It’s just simple psychology: people are more likely to support someone who they feel will support them. Pay a compliment after the fact as well: “That was a super idea for revamping the web page, Marcia. Let me know if I can help.”
3. Improve your personal presentation skills. It’s all about having executive presence. To do this, you’re going to have to move beyond your comfort zone. You’ve fallen into the trap of not speaking up because you’ve convinced yourself that nobody’s listening, or worse—that you don’t have any good ideas. Drop those thoughts and begin to practice communicating clearly and decisively. Do this before you bring anything to the table in a meeting. Use Power Point or other visuals to add some spark to your presentation. This will make you feel more confident because you’ll have the information you need right in front of you. And practice, practice, practice.
Right now you and your ideas are being seen in black and white. If you’ll start implementing these three strategies, it won’t be long before you’ll be showing off every idea in HD color.
Do you feel like the Invisible Man (or Woman?) Joel has helped hundreds of clients develop and implement plans for getting heard and getting their ideas accepted. Why not email him today?
Talkback: How do you gain acceptance for your ideas? Share your best strategies here.
Image courtesy of Pixabay/ pixabay.com
“You can have results or you can have excuses. However, you cannot have both. What’s it gonna be?”
~ Stephen Luke ~
Client Jill Asks: “I just don’t get it. I put in longer hours than anyone in my department. I come to every team meeting and propose at least one creative, new initiative. But I’m just not getting through to anyone. No one notices how hard I work, and no one seems particularly interested in my ideas. And I’m sure not getting any face time with C-level managers. I know I’m missing something here. What is it?”
Coach Joel Answers: You’re focusing on the wrong thing. You’re a creative person, so it’s natural that you would focus on the creative part of your business—coming up with new ideas in your workplace, developing unique strategies for your company and your clients. But how are you presenting those? You keep trying to impress people with how creative you are. What you need to do is speak about your ideas in terms of results. Impress them with your outcomes, not your talents or your work ethic.
An article in the Harvard Business Review indicates that 69% of US employers judge their employees’ performance by what they accomplish rather than the hours on their time log. Many companies are removing the barriers of work time and place in order to retain top talent. Employees have the freedom to work when and how they want, as long as they are achieving their productivity goals. (Galinsky, November, 2012.) So let’s shift your focus from ideas to results. Here’s a four-point plan I recommend.
- Be results-driven. When you present a new idea to your boss or your team, state the idea in just a sentence or two. Then go immediately to results. How much revenue will your strategy generate? How will it reduce expenses or improve client services? Give them specific numbers.
- Give them a by-when. Tell them who’s going to do what and when it will be completed. Nothing can tarnish your shining reputation more than not finishing the job, even if you have to be satisfied with less-than-fabulous results. A runner would always rather finish the race, even if she comes in last, rather than drop out halfway through.
- Consistently exceed expectations. If you present an idea and you get the green light from your boss or upper management, go the second (and third) mile to do even better than you said you would. For example, if your boss would be happy with an 8% or 9% increase in client satisfaction numbers, but you know you can bring it in at 10%, promise 8% and then go for 10%. Under-promise and over-deliver.
- Act like a winner. Believe in your ideas and be confident when you present them. Don’t apologize. Act as if it’s already a done deal. Use confident language. Say “when,” not “if.” Avoid words like “maybe,” “possibly,” or “perhaps.” When you believe in yourself, your confidence will expand and you’ll find that others will begin to believe as well.
If you change your emphasis from ideas to results, I promise you’ll get a dramatically different result for yourself as well.
Talkback: Have you been successful at getting a new idea off the ground? How did you do it? Share your experience here.
Image courtesy of Pixabay/ pixabay.com