Marlyn Group IPMI Leadership Summit 2018 Slideshare

Influence Without Authority
IPI 2018 Leadership Summit
Warwick Denver, October 19th, 2018
Presented by:
Colleen M. Niese, Principal
cniese@marlyngroupllc.com
800.825.6310

Colleen Niese, Principal, SPHR, CPP
Colleen’s understanding of what makes a business tick comes
from her 25 years of experience in human resources, and her
insatiable curiosity about superior business.
Colleen assesses strategies for organizational growth, HR
practices, and employee development. Rarely do consultants see
the trajectory and impact of a company, as well as drive change
from the ground up—but Colleen does. She investigates and
leads all levels of an organization to deliver financial results.
Colleen was the founding Chairperson for National Parking
Association’ Women In Parking, has served on the NPA board and
volunteers for IPI initiatives on a routine basis.
Relevant Experience
 Developed and delivered several
Leadership Development solutions for
Front Line to C-Level executives
 Facilitated Strategic Planning
sessions on behalf of IPI, GPC,
Greenbuild, USGBC, TPTA and NPA
 Has published and presented on
behalf of several professional
associations (IPI, NPA, W.I.P., WELD,
etc.)

Leadership Challenges and Expectations
Best Practices
Balance &
Bandwidth
Data Based
Decisions
Turnover
Direction
(lack of)
Change
Communications
Balancing
resources
Balancing
Expectations
Talent
Competition
Actually
Executing
Organizational
wide
alignment
Moving in one
Direction
Creating a
new culture

The Marshmallow Experiment

 Believes the Job Title speaks for itself
 Authoritarian in style
 “Do as I say, not as I do”
 Typically gains a consistent level of baseline
compliance
Telling
 Truly believes success is achieved through the
performance of her team
 Shares the “what” and “why”
 Recognizes the significance of modeling.
“Walks the Talk”
 Typically gains discretionary effort beyond
baseline compliance
Influencing
Telling vs Influencing

Data and Emotion Equation To Drive Influence
+ =
What
 Facts
 Subject
Matter
 Data
How
 Subject
Matter
 People
 Emotion
Results

Subject Matter
“What”
Contextual
Goals
Emotion
“How”

Ways to Improve the “What” For Your Team
– Staff Meeting
– Emails
– Performance Reviews
– Annual Meeting
– Storytelling
– What and Why combination
– Milestones Acknowledged?
– Milestones celebrated?
– All held to the same standard?
– Review what’s working, what’s not
and why?

How Many Is Too Many?
1–3 1–2 0
The 4 Disciplines of Execution, Stephen Covey

Practical Tips On ”What You Know”
– Get comfortable with “I don’t know.”
– …and if you don’t know, ask for help.
– Do your homework and take your notes.
– Go to the source closest to the subject matter.

DISC - Definition
What It Is… What It Isn’t…
An assessment to
encourage awareness
A Performance
Evaluation
Indicative Definitive
Opportunity Requirement

DISC
1
1
4
4
3
3 2
2

DISC
I S C D

DISC Model
DOMINANCE-
Professional Athlete
INFLUENCE -
Ambassador
COMPLIANCE - Lawyer STEADINESS – ER Doctor
TELL SELL
LISTENWRITE

DISC Profile
D High D: Driving, Assertive, Direct
Low D: Consultative, Cautious, Mild
High I: Verbal, Positive, Persuasive
Low I: Serious, Factual, Reflective
High S: Patient, Deliberate, Kind
Low S: Active, Fast Paced, Flexible
High C: Careful, Accurate, Logical
Low C: Bold, Independent, Firm
Communication Style
(Based on High Factors)
High D: Tell/Direct
High I: Sell/Persuade
High S: Listen
High C: Write
Motivators
High D: Tangible Goals
High I: Recognition
High S: Security/Team
High C: Policy and InfoC
S
I
First Focus
High D: Results
High I: People,
Building Results
High S: Pace, Progress
High C: Policy, Information

Values and Challenges
High D Values High I Values High S Values High C Values
 Expediting action
 Challenges self and
others
 Questioning the
status quo
 Assuming authority
 Cultivating relationships
 Motivating people to
act
 Generating enthusiasm
and boosting morale
 Making favorable
impressions
 Providing service
 Concentrating on the
job
 Supporting others
 Persistence in
completing work
 Monitoring and
controlling
 Concentrating on
detail
 Assessing risk
 Enforcing and
improving quality
High D Challenges High I Challenges High S Challenges High C Challenges
 To be consultative
 Working on a team
 Listening and Patience
 Being empathetic and
considerate of others
 Emotional control
 Being logical and
factual
 Listening
 Attention to detail
 Rapid response to
change
 Initiating new things
 Challenging the status
quo
 Meeting deadlines
 Delegation of projects
 Direct approach to
conflict
 Acting without
precedence
 Considering feelings

Now What? Emotional Intelligence
Know Thyself
Situation High D High I High S High C
Decision • Decides quickly • Loves options • Look to the past • Data first
• Facts • Emotion &Facts • Facts & Emotion • Facts
• Won’t waver • Wavering is
Acceptable
• Waver on
exception basis
• Waver likely if new
data is presented
Hard
Conversation
• Direct, succinct • Will use the
“sandwich”
• Avoids • Speak through facts
• Won’t react to
emotion
• Will react to
emotion
• Won’t overtly
react to emotion
• Won’t react to
emotion
• Speed is important • Emotional trigger
could be the
timeline
• No timeline • Once facts are
complete wants to
move quickly

Know Others

Know Others – Emotional Intelligence
Situation High D High I High S High C
Resists
Change
• Too much
information
• Lacks human
impact
• Too many, too fast • Not enough data
• Told what to do • Not enough
options
• Time to process • Lacking data
• What • Who • Why • How
Adoption • Self Discovery • Recognize
Accomplishment
• Mark the progress • Access to resources
• Special Assignment • Training • Documentation/
SOP’s
• Reporting
• Succinct • Visual • Steady • Rooted in fact

Emotional Button Pushers
• Triggers
– Blame
– Interrupters
– Subject Changers
• Notice the Warning Signs
• Dry mouth
• Flush face and neck
• Sweaty hands

Emotional Button Pushers
• Best Practices
– Airtight agenda with talking points
– Don’t Discount What You’re Saying
– Listen for the triggers:
• Blame
• Accusation/back hand compliment
• Subject Changers
– Breathe
– Measure your voice
• Avoid Up Talk
– Count to ten
– Welcome the pause
– End the discussion with next steps
– Or, just end the discussion

Questions?

Marlyn Group IPMI Leadership Summit 2018 Slideshare

Recommended

Recommended

More Related Content

Recently uploaded

Recently uploaded (20)

Featured

Featured (20)

Marlyn Group IPMI Leadership Summit 2018 Slideshare