A New Influence Framework

A New Influence Framework

One of my colleagues, Louise, has a treasure trove of practical human relations models.

I have her to thank for introducing me to the Bolton and Bolton Work Styles framework we use in the Core Curriculum, for example.

Over coffee last week she shared another one that I think will help you too.

David Rock's SCARF model identifies the key drivers that trigger reward and threat responses, so shaping our ability to influence others. Let me first introduce the model and then offer an example to illustrate how it can be used.

Model – SCARF offers five psychological triggers that can trigger reward and threat responses. Here they are:

S: Status. Withdrawing status can cause stress circuits to light up more than physical pain. Equally, if status is nurtured it can light up reward circuits more than if someone is given a financial prize.

This is why receiving negative feedback can create significant stress. It affects how we perceive others perceive us.

C: Certainty. David suggests that the brain is a certainty creating machine always trying to predict what is going to happen. Great leaders create certainty with clear expectations providing great certainty. This also lights up those reward circuits in the brain.

A: Autonomy. Most of us value having a certain degree of autonomy, control and choice in what we do and how we work. This is why being micromanaged is rarely enjoyable. It may also say a fair bit about why so many employees are reluctant to return to the office full time.

R: Relatedness. Our brains interpret new people as an automatic threat. This reduces once we have a small interaction that moves people into the category of ‘like us' rather than ‘not us' and therefore fearful. He suggests that even small personal interactions can build significant relationship capital.

F: Fairness. He says that a fair exchange activates the reward circuitry, and an unfair exchange triggers the danger response. Being more transparent than you think is ‘really needed' about the reasons behind decisions and how they are fair is key. This triggers the reward circuitry and avoids creating threats.

Example – understanding which two or three drivers most affect us and our stakeholders helps us have greater influence.

David says that all five SCARF ‘drivers' influence us to some degree. The trick is to know which are the dominant drivers for us and our stakeholders.

These dominant drivers help consciously nurture positive relationships and avoid pushing people's buttons.

For example, it is easy to create conflict with someone who has ‘status' and ‘autonomy' as their two primary drivers. All you need to do is say that their work is substandard and to micromanage them toward improvement.

This will ‘trigger' those who prioritise status and autonomy more than those who don't.

It will deliver a primal response that moves them toward a stress state rather than a reward state. This heightens the risk of conflict and reduces our ability to influence that person.

In contrast, inviting someone with status as a dominant driver to improve their work in a way that lifts their status may trigger a reward state. You might, for example, invite them to improve their work before sharing with others.

He suggests that being aware of our own drivers and that of others enables us to build better relationships and so have greater influence.

You can learn more about David and his work at the Neuroleadership Institute here.

I hope that helps. More next week.

Kind regards,
Davina

 

PS – My first podcast episode is now out. Learn more from risk expert Anthony Wilson about how he has successfully engaged decision makers on risk management. His top tip: risk management = change management.

Access the Cutting Through podcast inside the portal in the new podcast tab.

How to capture more value from an overview presentation

How to capture more value from an overview presentation

What to do when your manager asks you to ‘give a presentation’ to introduce your team?

Perhaps you have a new senior executive who needs a briefing or perhaps there is a slot to fill in a coming Town Hall?

Do you work through your org chart or can you turn this into a bigger opportunity?

I hope you know me well enough by now to assume the latter!

Today I would like to offer some further insights on this topic while also linking back to a previous post addressing a similar challenge.

So, here are some thought starters to help you ‘niche’ your purpose statement and will turn this potentially burdensome request into an opportunity. I offer three initial areas to explore and three follow-on questions:

3 initial areas to explore

Dig into three areas so you can ‘niche’ your purpose and turn this burdensome presentation into an opportunity.

  1. Think very carefully about the role your team plays within the organization strategy. How do you add value? Why are you ‘organised’ into the structure in the way you are? Why do you even exist as a team / unit / division?
  2. Ask yourself what the rest of the organization could do for you if they understood your role better. Could you equip them to help you better by supporting or perhaps not resisting some of your requests? Could they adjust their approach to enable you to deliver more value? Could they get more out of your services if they understood you better?
  3. Find out why you have been asked to present to this audience at this time. Are you ‘just’ on a roster of education presentations or is this ad-hoc? If so, what is behind the request? Does that inform the value you could deliver or obtain from this presentation?


3 follow-on questions

Once you are clear about the answers to these questions, go further and ask three more:

  1. As a result of this presentation, I want my stakeholders to know, think, do …. What?
  2. Who among those stakeholders are going to be most influential in achieving that outcome?
  3. How can I tailor my messaging to hit home with them (as well as everyone else, but particularly with them?)


>> Click here for an example that we worked on within the program

Have a great week.

Talk soon,
Davina

1 Story, 3 Lessons

1 Story, 3 Lessons

In our most recent working session we helped Brooke prepare a ‘quick’ storyline. Even though on the surface this story appeared straightforward, it turned into an onion.

The more we layered into it, the more we found we needed to think through.

There were enough layers, in fact, to lay the foundations for at least two weeks’ worth of emails so your weekly emails over the next few weeks will focus on our learnings from this session but of course you are welcome to devour them all right now as well!

Here are the three lessons I want to share with you. 

  1. What to do if you have more than one purpose?
  2. How to decide if the story should be a grouping or deductive?
  3. How to slice and dice ideas into a strong hierarchy that resonates with your audience?

You'll find the recording of this working session at the bottom of the page.

 

Lesson 1: What to do if you have more than one purpose?

 

I’ll start at the start and share insights from the early parts of our discussion regarding the notion of ‘quick and easy' as well as the purpose.

Firstly, when you become bogged down with questions preparing your ‘quick and easy' communication, slow down. Don’t keep trying to smash through.

We began this working session optimistic that we would help with two pieces of communication, one for Brian and one for Brooke.

However, as we started probing and attempting to smash our way through Brooke’s story it became evident that this wouldn’t work.

Every time we thought we had something right, another question would arise that made us ask more questions.

We may have kept pushing for too long as we really wanted to make time for Brian's story, but it was an interesting exercise.

The eight or so people in the room could all see that we needed to slow down and stop smashing it out.

If you watch the recording, you will see what I mean.

Regardless, listen to your instincts and slow down when your drafting starts to feel ‘tense’ and ‘off’.

Secondly, avoid compound purposes and instead favour using the higher order action.

This single sentence provided a remarkable amount of discussion for what was in the end a fairly simple script for a presentation.

I have attached the four draft purpose statements we crowd sourced in the chat from our call along with my commentary.

The bottom one provided some extra useful debate around the right verb to use.

Did Brooke need endorsement, approval or support … or all three?

We landed on support as it required stakeholders to both endorse and approve.

If she asked for endorsement or approval, then there was no guarantee they would offer practical support.

If they committed to support, however, they would by implication be endorsing AND approving.

So, such a lot of discussion for such a small thing but very instructive all round.

 

 

Lesson 2: How to decide if the story should be a grouping or a deductive?

 

In this lesson, we continue unpacking Brooke's presentation by drawing lessons from our journey solving the top-line story structure.

As we wrestled with Action Jackson and then Watch Out, the nature of the reasoning required emerged as the decider.

We chose Watch Out as the reasoning was relevant to the whole story, not just one section. Let me unpack that for you here.

We firstly explored the Action Jackson pattern

In Brooke’s story, we initially thought we could use an Action Jackson story to explain the impending changes, as follows:

This story structure worked until we learned two important things. Stakeholders were under the impression that all forms would be migrated to the new platform by October. These same stakeholders could cause delays if unhappy that not all forms would be migrated immediately.

In other words, the mini deductive chain under the discussion about the second top line point related to the whole story, not just that section.

So, what to do?

We elevated the reasoning to the top line and quickly flipped to Watch Out

We flipped into a Watch Out pattern to provide room to explain why an interim solution was needed. Here is where we landed: 
:

We thought Watch Out built with what would be comfortable and easy to agree to. It confirmed that high-use forms would be migrated as they knew before setting them on the path to wonder what would happen to other lower-use forms.

Once they were ‘warmed up’, we could then explain why those other important forms would not be migrated to the new platform as quickly.

Assuming this persuaded them, the natural question then would be around the implementation, which we discussed in the third, therefore point.

Lesson 3: How to slice and dice ideas into a strong hierarchy that resonates with your audience

In this lesson, we look at how to structure the supporting elements for the ‘therefore’.

There were a few considerations here that I hope will help you in your own storylining.

The key takeaway relates to how we slice and dice ideas into a strong hierarchy that also resonates with your audience.

We agreed that we had some choices about how we organised the actions at the end of the storyline (under the ‘therefore’). We could categorize them by type of query, by type of solution or perhaps by frequency of use within the ‘medium use’ chunk.

So, we started by ordering them by type of form with the type of workaround for each kind of form nested underneath, as follows:

Therefore, we propose to use existing systems for these queries

  • Access general maintenance forms in system X (paper workarounds, digital forms, redirects to existing systems, etc)
  • Access loan forms in system Y (paper workarounds, digital forms, redirects to existing systems, etc)
  • Access account management forms in system Z (paper workarounds, digital forms, redirects to existing systems, etc)

This however, proved unsatisfactory was too general and didn’t connect to the stakeholders’ current working processes. They may be left asking “but … how do I do that”.

So, we fixed the situation by explaining how to change their process rather than ‘what to do’. Here is where we landed:

Therefore, we propose to use existing systems for these queries

  • Use ‘a different’ pathway to access the same general maintenance system for XYZ queries
  • Swap paper forms for the ‘bla bla system’ to access loan forms
  • Swap temporary digital forms for ‘this’ system when solving account management queries

Please excuse our creativity around masking specific details … I hope you can see the point lurking beneath them.

You can see where this section fits in the overall story below.

I hope you have found this series of lesson learnt from Brooke's Watch Out story helpful.

I have included the recording of the session below in case you would like to watch it.

Talk soon,

Davina

 

How to kill off unwanted email chains

How to kill off unwanted email chains

I wasn't sure if we'd have anything to work on during today's working session, but as usual I was proved wrong and wanted to share the insights with you.

In walking the line between ‘what to storyline' and ‘what is too small to worry about' we extracted four useful takeaways:

Storylining is worthwhile if it saves you work. In this case, Mia offered up a question about a short email that led to a useful structuring discussion. She wondered what she could have done differently to avoid a reply which led to another email on her part. 

Structuring helps work out what is wrong with even a short email. In this case, almost all the elements were all there, but the structuring wasn't quite right and something was missing which kicked off an unwelcome email chain.

In reworking it to follow a CTQ format, we were able to craft something that was still short but which would have avoided the email chain.

It's OK to write too many words in your first draft. Sometimes in drafting a communication we start with waaaay too many words, which is what happened for us. However in doing so we were able to identify the key points and easily strip it back to a sensible length.

Matching language patterns is a powerful way to untangle ideas within a list. In this case we had a couple of ‘random' points that we grouped as ‘things to note'. When we did this, we could see they weren't initially parallel, which in turn led us to question whether the ideas were MECE. Unpacking it further, here are the commonalities we noticed between the two items. They

  • both discussed invoicing which meant we had a common category to work with (or, as Barbara Minto says: a common noun, which means we can group them legitimately)
  • could be ordered by time, ie a current and future invoice (past was irrelevant, so we can see this was a complete set of relevant invoices to discuss)
  • both included an action, eg ‘is attached' and ‘is still pending', which completed the matching


I've included the before and after email below, along with annotations to highlight the changes we made. 

So, even though this was a very simple email, we were able to rework it and extract some useful learning from it.

You can watch the full recording and download the session notes below. 

I hope you can use it as a pattern for your own simple emails so you too can minimise the risk of kicking off unwanted email chains.


Kind regards,
Davina

INTERVIEW – Busting 3 Business Negotiation Myths

INTERVIEW – Busting 3 Business Negotiation Myths

I came to Friday's interview with Matt Lohmeyer a bit selfishly. Negotiating has often made me nervous and yet he seems to thrive while discussing and doing it.

So, I wanted to learn how he gets great outcomes while actually enjoying the process.

If I am to interpret Matt correctly, the ‘insight' is to explore ‘possibility’ and seek out ‘opportunity’ rather than be driven by the fear of being cornered by a win/lose proposition.

Here are three fear busters that I took away that I hope help you also.

  1. Deal with the hairy beasts first
  2. See popular techniques as tools rather than the main strategy
  3. Avoid saying no

Let me now give you some more detail about these before offering the interview and two powerful free tools from Matt.

1 – Deal with the hairy beasts first. By that, Matt suggests dealing with the most difficult issues of a negotiation first. He recommends agreeing the negotiation strategy at the beginning as a way to build rapport, rather than dealing with small items. An example might help.

At the beginning you might ask the other person (note, I am deliberate in not saying ‘the other side') to identify their biggest concern. You might even suggest that you think item X is going to be the most difficult thing to resolve.

This gives them an opportunity to agree or to indicate that item Y or Z is a bigger deal for them. Taking this approach offers many advantages. You

  1. Enter into a collegiate discussion about the way forward that builds rapport
  2. Gain insight into their situation
  3. Work out quickly whether this negotiation will go far or not, so that you can avoid wasting time and resources if it is unresolvable
  4. Hold onto valuable bargaining chips that could help you address the hairy beast rather than trading them away to solve lower level issues

2 – See popular techniques as tools rather than the primary strategy. Matt suggests that emphasising win-win solutions or splitting the difference results in mediocre outcomes. Why?

Because they leave you thinking small. They lead you to

  1. Being adversarial which can put you back in the fear corner'
  2. Trading items tit for tat around micro elements of the deal
  3. Taking energy away from finding a really great outcome that neither party may have considered at the start of the discussion.

3 – Avoid saying no, and frame your response as a possible alternative. This doesn't mean NEVER saying no as Matt was quick to point out, but rather avoid saying it.

To give an example. Instead of saying ‘No, I can't have coffee with you tomorrow afternoon', say ‘I could have coffee with you at 9am tomorrow at a location near me'.

This then puts the onus back on the other person to decide whether they will make the extra effort to make that time and location work.

This is a simple example, but a powerful principle that empowers me by offering a constructive way out.

These are just some of the gems that Matt shared. You can visit the recording below, as well as download two powerful resources he has for us all.

 

DOWNLOADS:

1. A diagnostic to help you calibrate your personal blend of preferred negotiation strategies with the norm group of over 2,500 other executives. How do you actually negotiate? To unlock this tool, you will need to use the password Mythbusters.

>> Click here to access

2. A generously detailed PDF full of negotiation strategies for you to employ.

>> Download here 

 

Kind Regards,

Davina

Can you tell bad news by email?

Can you tell bad news by email?

Emailing bad news has traditionally been considered risky, and often down right poor form.

But is that always the case?

This week I worked with a manager in a data analytics team who thanked me because I had given him the strategy and the confidence to do just that.

When unpacking that situation, it turns out there were some useful lessons for us all.

  1. Establish whether your particular ‘bad news' really can be shared by email
  2. Build trust first before going to the bad news
  3. Don't hide the bad news

Let's unpack each of these a bit further.

Establishing whether your particular ‘bad news' really can be shared by email

I still hold to the idea that we need to be careful about what kind of bad news we share and when we share it. But following this discussion it seemed to me that it is possible when the right ingredients are in play.

In this case it wasn't personal, political, ambiguous or earth shattering.

The manager (let's call him Fred) had shared a report and the audience (Bill) didn't like the numbers or the approach taken to get them.

This was quite a cut and dried story, not something at all ambiguous which gave Fred extra comfort.

It was also about a topic that was important but not of enormous significance which led Fred to decide he needed to avoid investing too much time in it.

Build trust before getting to the bad news

In deciding how to respond, Fred started with empathy, which helped build a bridge before he got to the bad news.

He could see where Bill was coming from and so started with ‘I hear you and can see where you are coming from'.

He then responded to the two key points as follows:

Point 1 – Thank you for this suggestion. We'll incorporate it in the way we handle this report next time.

Point 2 – We also had this concern. However, when we looked at our options for handling this analysis we realised all other options were significantly more time intensive and not achievable within our current priorities.

So, even though Fred was sharing bad news and Bill did back check with other colleagues to see if Fred's reasoning was sound, Bill accepted the outcome.

Interestingly, Fred said it took him about half an hour to write the email which amounted to quite a time saving. Before our program he would have called Bill, set up a meeting and planned for it which would have taken one to two hours at least.

Don't hide the bad news

Fred made a point in our debrief of saying he kept to the idea of structure and even called out the second point in bold!

He felt that his initial empathetic framing gave him the authority to say it like it was and that hiding it was only going to cause more problems.

So, if you are careful about which bad news to share you can do so effectively if you frame it to build trust at the start.

I hope that helps and look forward to bringing more to you next week.

Watch out for a couple of ‘myth busting' interviews in the coming months

April 8 – Negotiation Skills Workshop

Program members have commented to me that what we do is more than communication: it is loaded with negotiation. This is relevant in both the content we include inside our communication and how we shepherd our communication through the hierarchy.

Matt Lohmeyer of Negotiation Partners will bust 3 myths about negotiating effectively at work.

>> Register here

Mid May – Communication Skills Podcast

Dr Sharon Grossman and I had a terrific conversation about executive burnout and how communication problems can feed into this. She will release it as a podcast early in May. I'll let you know when that's ready too.

How do we storyline when not making a recommendation?

How do we storyline when not making a recommendation?

Have you ever wondered whether a storyline is the right tool to use when you are not providing a recommendation?

Perhaps you have been asked to undertake some analysis or are concerned that your audience may not want you to be too assertive or direct?

If so, you may enjoy some insights from this week's coaching discussions which conveniently follow on from last week's focus on communicating details.

When delivering analytical findings, particularly to a sensitive audience, summarise your findings rather than synthesising or recounting your analytical process.

Provide a summary answer rather than a true synthesis. The examples below illustrate how to offer a summary rather than a synthesis:

  • Level 1 focuses on ‘what' you found or what needs to be done by illustrating ‘what we found', or ‘what we need you to do'.
  • Level 2 offers the implication of those things by placing them in a context. In these examples we are either offering a comparison to other options or explaining how these actions will help.

Avoid describing what you did to deliver your findings, but rather focus on what you found.

This played out perfectly this week when a data analyst in a pricing team for an energy company needed to backtest the pricing model. His goal was to assess whether the model was accurately reflecting the market by checking actual versus predicted market pricing over the past quarter.

The temptation was to explain the steps he took to confirm that the model was accurate rather than explaining that it has proven to be accurate this past quarter because it ‘ticked all the boxes'.

Listing all the steps he took required the audience to work through his analytical process rather than focus on the outcome.

This is a common challenge I see at play among analysts, which could also play out if you were trying to navigate cultural sensitivities about being too forward.

Allow your audience to make the decision if you are concerned about cultural sensitivities around assertiveness.

When I was based in Asia, particularly in Hong Kong helping consultants communicate with mainland Chinese clients, we had to be very careful about how we couched our messaging.

Our advice was not going to be welcome if we were too assertive, and we needed to respect a specific cultural need for leaders to be seen to make their own decisions.

The role of consultants in these contexts is different than in more direct, Western environments so we tailored our approach accordingly.

The example on the left of our value ladder is more useful in this context, with level one being pretty clear that ‘Black' is the way to go without going as far as saying that. Some interpretation is still required by the decision maker, which allows them room to ‘make the decision'.

This approach can be used more broadly when making a recommendation without being seen to recommend.

I hope that helps. More next week!

Kind regards,
Davina

PS – please note that in the example to the right you will see we jump from ‘four things to do' to ‘two ways to help'. This is because in the actual example we grouped the four into two parts as we elevated up the storyline hierarchy.

Why ‘updates’ are hardly ever JUST an update

Why ‘updates’ are hardly ever JUST an update

This week's working session drew out one of my pet peeves: Updates.

Leaders, of course, want you to update them on your progress whether your work is ‘business as usual' or project based. They want to know enough to trust that all is on track or to offer guidance where needed.

However, thinking of these communication opportunities as just an update is such a waste!

This week we helped Belinda convert her 10-minute MS Teams update into a powerful story that would engage future supporters. Here are the three biggest takeaways, which I hope help you also.

  1. Having 10 minutes to showcase her project to 450 colleagues was an opportunity to engage potential supporters in her program who would help her deliver on it over coming months. It was so much more than just an update.
  2. The context was an opportunity to not just remind everyone that she was working on two important data collection projects, but rather to remind them of the value those projects will bring.
  3. The trigger was an opportunity to explain to them not just why she was telling them about the project, but why they needed to hear about the project

Here were the highlights.

 

Watch the recording below and download the session notes for more details.

 

What to do when stakeholders disagree with you?

What to do when stakeholders disagree with you?

I was recently asked a wonderful question:
 

How do we communicate with a large group that includes stakeholders who disagree with us?

 

The client and I had a terrific discussion and I mapped the outcome as a decision tree to share with you all.

The tree offers a series of decision points that we must navigate if we are to deliver a story that gets the result we need.

In this particular case, the issue centred around a common problem, which was how to handle ‘the story' when key stakeholders don't agree with it. Do we ….

  • Tell the same story regardless?
  • Edit the story to accommodate that person (or those people) only?
  • Ask someone else to present on our behalf?
  • Create a separate story that deals with the ‘objector's specific concerns?
  • Scrap the story and start again?

There are lots of alternatives, each of which might suit a different situation but none of which suit all.

Hence, the decision tree.

You can also download the decision tree here >> 

I hope you find it useful.

Kind regards,
Davina

PS – For those of you who have not yet joined one of our working sessions, please go to the session registrations tab on the main menu to do so. We'd love to do your work for with you!