In the last post, we saw the bases of power, how to build those bases, and to use power responsibly. In this post, we will examine how to influence people without formal authority.
Is there a need to influence without authority?
Is there a need to influence without authority?
- Companies are evolving into matrix organizations (from earlier vertical structures). Formal authority does not work across these matrix structures.
- Innovation is happening a lot in the white spaces between these matrix structures.
- Companies are increasingly becoming globalized, and there is no formal authority to influence external stakeholders and partners.
What are some tactics for influence?
- Social proof: The more people think something is correct, the more we believe it.
- Experiments by Solomon Asch here.
- Normative pressure: Avoid the discomfort of disagreeing with others
- Informational influence: You believe that others could not be wrong => social proof
- People become influenced without even realizing it.
- Social proof working negatively: Research by David Phillips on suicide by suggestion here. No more news of suicide on front page. Another example is not helping in emergencies when there are 2 or more bystanders.
- Social proof working positively: Experiments on using social norms to achieve positive outcomes here. Similar to how Opower built the company here.
- Tactics (especially when things are uncertain, and opinions cited are from similar people)
- Show similar others are doing what is being asked of you.
- Show that the majority are in favor of what you want.
- On the flip side, protect yourself from social proof by asking for a private vote, or face-to-face meetings.
- Leverage the trappings of authority
- People respect hierarchy/authority (probably because of the way we are brought up). More so, when there are moral/legal justifications. Stanley Milgram's experiments here.
- People become an agent of another person's will, when that person is viewed as a legitimate authority, and the person is perceived to accept responsibility.
- Use business attire to convey authority
- Show your connections to high-status people
- Build reputation as an expert
- Show your expertise in subtle ways (with jargon in communication, business cards etc.)
- Protect yourself from such influence, by making sure authority is legitimate and pertinent to the situation at hand.
- Leverage cognitive biases
- Availability bias: leverage this by creating a memorable story, instead of just showing numbers (Opower TED talk here shows coal literally).
- Show customers a prototype, instead of describing it
- Bring in a dissatisfied customer, instead of showing declining numbers
- Framing bias: Part of prospect theory of Daniel Kahneman and Amos Tversky. We become more risk-taking to avert a loss, and become risk-averse to lock in a gain.
- If you want an outcome, frame it as a gain over something risky, or frame it as a path of hope (though it is a gamble) over something worse. Research here.
- Anchoring bias: When there is an initial position, subsequent discussion revolves around that discussion.
- Advantageous to start negotiation with an offer you have in mind. Subsequent discussion is around that offer.
- Speak at meetings first, because that gives you an opportunity to anchor the discussion.
- Leverage sub-conscious biases (fixed-action patterns)
- A lot of our actions are sub-conscious, and we do them without conscious analysis. These actions can be used for compliance, and hence influence.
- Social proof and authority are examples of sub-conscious bias
- More such biases
- Liking
- We say yes when we like someone
- See John F. Kennedy vs Richard Nixon debate, and tv vs radio listener polls.
- Physical attractiveness helps (research here)
- Drawing on similarities (same school, place etc.)
- Engage in dialogue before making requests
- Scarcity
- We want something, when we deem it to be scarce
- Example: Same cookies in smaller amounts were considered more delicious
- Emphasize uniqueness, exclusiveness (information, for example)
- Limited quantity, limited time offers
- Reciprocity
- We tend to repay social obligations
- Example: surveys returned when sent $5 checks, instead of a promise to send $50 after finishing survey (research here)
- Offer help, resources, collaboration, both at work and outside work
- Leverage network to help other; we often underestimate our networks
- Appropriate messaging and presentation style
- Heath brothers research on sticky ideas here, and a nice TED talk that shows this in practice here
- Simple
- Unexpected
- Concrete
- Credible
- Emotional
- Stories
- Something to finish SUCCESS with :)
- Speed of delivery: 190-195 words per minute considered optimal (research here)
- Considered more persuasive, objective, and knowledgeable at this speed
- At 220 words per minute, people fail to differentiate weak vs strong arguments
- Could be a technique to handwave weaker parts of presentation
- Leverage non-verbal cues and behaviors
- High-power body poses (research here)
- 20% increase in testosterone (energy levels), and 25% decrease in cortisol (stress)
- Power posing (even in private) before a job interview helps (research here)
- Eye-contact considered good (depending on culture; research here)
- Mirroring behaviors cause a perception of confidence and persuasiveness (research here)
- Relaxed facial expression conveys power (research here)
- Hand-gestures cause a perception of competence, effectiveness, persuasiveness (research here, here, here etc.)
- Illustrational
- Palms up or perpendicular to ground
- Firm handshake considered good
- Use space appropriately
- Use appropriate time of day
- People are charged up early morning or after meals; consider presenting then (research here)
- Build a reputation
- Create a perception of being smart, competent => you will not be fought/challenged
- How to build a reputation?
- If you do not advocate for yourself, you will be disadvantaged
- If you do advocate for yourself, you will be perceived as arrogant, self-serving
- Solution: Get others (manager, colleagues, friends) to advocate for you
- Other people own your reputation; they boost it, or bring it down
- Control the narrative
- Give them past accomplishments to talk about
- Lessons from experience that solve people's problems now
- Energize people around you
- Research on energy networks by Wayne Baker here
- Energizers leave you more motivated, more driven, in a positive frame of mind
- Energizing people have a lot of influence, because they elicit higher levels of discretionary effort
- People think about the issues you raise, introduce contacts from network, do a little extra work for you etc.
- How do you become an energizer (research here)?
- Build a relationship in regular interactions
- Show genuine concern for others
- Connect with people beyond their job roles
- Focus on possibilities at work, not just limitations/constraints
- Asking critical questions is easy, solving problems is hard
- Maintain high levels of physical and cognitive engagement
- High-power poses, hand gestures, eye contact etc.
- Listen well, pay attention, engage in dialogue etc.
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