Influencer
Influence Challenge THE THREE KEYS TO INFLUENCE 1. Focus and measure 2. Find vital behaviours 3. Engage all 6 sources of influence
KEY 1: Focus and measure Identify the results you want to achieve An effective result should be smart:
KEY 1: Focus and measure
KEY 2: Find Vital Behaviours Influencers start by focusing on behaviour: DEFINITION - behaviour: An action taken by a person that is specific, observable, and repeatable • Behaviours are actions, not results • Behaviours are actions, not qualities or characteristics
KEY 2: Find Vital Behaviours PROBLEM The ultimate goal of influence is to change behaviour, yet most aspiring influencers have no idea what behaviours they are actually trying to change SOLUTION Focus on and change vital behaviours – the smallest number of behaviours that create the greatest amount of change in the results you want Strategies #1. Identify crucial moments #2. Select vital behaviours
KEY 2: Find Vital Behaviours #1. Identify crucial moments Definition – Crucial moment: The point in time where the right behaviour, if enacted, leads to the result you want Crucial moments can be: • Circumstances • Times • People • Places • Emotions ** Mistakes can be seen as crucial moments
KEY 2: Find Vital Behaviours #2. Select vital behaviours (Just because you’ve selected a behaviour it doesn’t mean it’s a vital behaviour) Definition – Vital behaviour: A specific, high leverage action that if routinely enacted, will lead to the results you want Vital behaviours • Tend to stop self defeating and escalating behaviours • Often start a reaction that leads to good results
KEY 2: Find Vital Behaviours How do they work together? When the crucial moment happens, do the vital behaviour !
KEY 2: Find Vital Behaviours When looking for vital behaviours, notice the obvious! Two ways to identify vital behaviours: 1. Use positive deviance • Those who succeed where others fail. 2. Look for leverage • Look at the connections between behaviours you’re considering. Some behaviours may be higher leverage because they link to others.
KEY 2: Find Vital Behaviours The Guinea Worm
KEY 3: Engage all 6 sources of influence PROBLEM We act as if profound, persistent, and resistant problems have only one cause. With one cause in mind we look for one simple solution SOLUTION Learn to use a six-source diagnostic tool to complete a full diagnosis of a complex web of causes behind any problem!
KEY 3: Engage all 6 sources of influence People do things for Two reasons Motivation – because they want to Ability – because they can **Both must be in place for behaviour to happen/change
KEY 3: Engage all 6 sources of influence Attribution error Often we make the mistake of assuming people do things for only one reason People ask themselves 2 important questions: 1. Will it be worth it?(motivation) 2. Can I? (ability) 3 forces influence Motivation and Ability • Personal • Social • Structural
KEY 3: Engage all 6 sources of influence Six reasons we do what we do: DIAGNOSE:
Source #1 Personal motivation Left in a room by themselves would people want to engage in the behaviour? • Do they hate it or enjoy it? • Do they find meaning in it? • Does it fit into their sense of who they are? Sounds like • “I don’t like…” • “That’s not fun for me” • “I don’t enjoy…” • “That’s just who I am”
Source #2 Personal Ability Left in a room by themselves, do people have the knowledge, skills and strength to do the right thing, even when its hardest? Sounds like • “I can’t • “I don’t know how” • “I never learned how to” • “I keep trying but I can’t figure it out”
Source #3 Social motivation Are other people (including me) • Encouraging the right behaviour • Discouraging the wrong behaviour Sounds like • “The boss told me to do this” • “My supervisor says it’s fine – as long as no one finds out” • “Everyone is doing this”
Source #4 Social ability Do others (including me) provide or withhold • Help • Information • Resources Sounds like • “John didn’t give me the access I needed” • “When I needed help everyone disappeared” • “Steve didn’t sign it off” • Who are our gatekeepers?
Source #5 Structural motivation Consider non-human motivators Are rewards (pay, promotions, perks, commissions, etc) encouraging the right behaviours or discouraging the wrong behaviours **any individual reward system Sounds like • “That won’t affect my performance appraisal” • “That’s not what I get paid to do” • “They talk about quality but you could lose your job if sales are down”
Source #6 Structural ability (systemic) Consider “things” • Does the environment enable good behaviour or bad (tools, facilities, information, reports, proximity to others, policies, processes etc.) • Are there enough cues & reminders to help people stay on course? (visual controls) Sounds like • “Its hurry up and wait with all the red tape around here” • “Our system is often off” • “If I go on leave there is no one to look after my work”
Diagnosis Each time you confront a problem, you have six sources to examine when trying to uncover the conspiracy of causes !
Influence strategy Use the six sources to address your influence challenges
Source #1 – Personal motivation PROBLEM Many vital behaviours are boring, frightening, uncomfortable or even painful – people don’t want to do them SOLUTION Help people learn to love what they hate – change why they’re doing it or how they’re doing it “Hard work pays off in the future, Laziness pays off now” Steven Wright
Source #1 – Personal motivation The Big Question How can you motivate someone who isn’t motivated? • You can't • But you can help them find their own source of personal motivation Help them love what Strategies: (wake people up!) they hate 1. Allow for choice (If they cant choose what, let them choose how. Ownership/empowerment) 2. Create direct experiences (Empathy, client testimonies, just try it) 3. Tell meaningful stories (Create vision. Paint picture of future)
Source #2 – Personal ability PROBLEM New habits almost always require new skills. But we fail to recognise it. So we grossly under-invest in skill building SOLUTION When things go wrong, become a teacher first and motivator 2 nd . Over-invest in deliberate practice of new skills under realistic Help them conditions do what they cant Strategies: Employ deliberate practice (speed, capacity, technique) • Practice under relatively real conditions • Break the skill into small parts • Prepare for setbacks
Source #2 – Personal ability Make sure they have the ability first. Motivation without ability = Demotivate Get people to speak up! **Telling people its safe to speak up doesn’t mean it is
Source #3 & 4 – Social motivation PROBLEM Nobody lives in a vacuum. Long standing bad habits are almost always influenced by other humans who either encourage or enable the wrong behaviours, or discourage or disable the right ones SOLUTION Harness the power of social pressure by finding Harness strength (rather than resistance) in numbers peer Strategies: pressure 1. Lead the way (Personal sacrifice – time, previous priorities, money, ego Provide help, info and resources) 2. Engage opinion leaders (people who are respected and connected can exert an enormous amount of influence over any change effort. Use them in: teaching roles, coaching roles, design & feedback roles, advocacy roles)
Source #5 – Structural motivation PROBLEM Rewards, incentives, and costs can encourage the wrong behaviours or discourage the right ones SOLUTION Ensure the costs and incentives support the desired behaviours Do ‘things’ Strategies: motivate? 1. Use rewards third and in moderation (Only after #1 - #4 have been exhausted) 2. Link rewards to vital behaviours (Don’t link to result – lead and lag) 3. Use rewards that reward (e.g. money, time)
Source #6 – Structural ability PROBLEM We are blind to the incessant and powerful force the environment exerts on our own and others behaviour SOLUTION Change the environment to make bad behaviours harder and good behaviours easier Do ‘things’ Strategies make it 1. Use the power of space easier? (move things closer, use smaller bowls, plates, and utensils) 2. Use power of data and cues (data stream: execs vs Frontline. What data does my environment bring. Do I need to change data stream. Use reminders/posters etc) 3. Use the power of tools (mechanise/automate, change reporting structure, reorganise work flow, lean – update processes/kaizen)
HOW IT ALL WORKS: Apply at least 4/6 sources
Closing and thanks
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