It is rare that you read a book, let alone a business book, that very directly answers a problem one has experienced at work in a systematic way. Allan Cohen and David Bradford's Influencing Up does just that. It runs the full gauntlet from subordinate-direct report relationships to interaction with senior management in organisations.
In so doing, Cohen and Bradford do the best that a business author can do - the authors empower lower-level employees to initiate change. At the same time, Cohen and Bradford do not dispute that hierarchy is essential to get things done and make things happen. On the contrary, the authors posit that employees at all levels will be enabled to pursue meaningful work beneficial to the organisation as a whole. In a very real sense, Influencing Up frees up senior managers and executives to get the most out of their employees and to maintain their focus on all relevant stakeholders.
The basic premise behind the book is the concept of partnership. The authors define partnership to entail mutual understanding of junior and senior parties' concerns and interests, thereby accomplishing mutual goals for the organisation's advantage.
Below is my summary of the framework adumbrated in Cohen and Bradford's work.
Reduce Power Differential
Address the Gap by 'Partnering'
Receiprocity/exchange
"What do you value"?
Need not detract from power source
COMMON OBJECTIVES
POWER SOURCES: organisational and personal, actual/virtual
Influence challenges
'Strong leaders need strong followers'.
INFLUENCE WITHOUT AUTHORITY MODEL
Cohen-Bradford model
'Take Heart'!
'It is not necessary to demonize high-powered people'.
* Balance brilliance and dynamism with respect
(Cf Menon, Kindler)
Low-power reticence can actually damage those higher up.
Hence, do not wait for 'sudden enlightenment'.
Rather, avoid 'DYSFUNCTIONAL DANCE'
Consider 1) Actual/virtual power
2) Causes/avoidance of dysfunctional interactions
3) Laryngitis
Aim for Win-Win, not Lose-Lose situation.
ALWAYS SEE A POTENTIAL PARTNER
Power=support, relationships and resources
Seek to understand your boss's needs and concerns within appropriate situation.
By addressing situation, minimise 'negative exchanges' or 'influence-limiting' behaviour.
MOVE TOWARD
In moving toward - not away - break the 'screwed-up' dance.
Whether you are direct report or engaging with more senior managers, dance in unison, not at cross-purposes.
Seek to exahaust all possibilities in building a positive relationship in order to facilitate common organisational goals.
Acknowledge junior-partner role, looking to go beyond 'arms-length' negotiation to full collaboration.
Metaphor-pilot and co-pilot flying plane in one direction
'You must earn the right to treated as a partner'.
Interdepence. Do not seek to be the smartest person in the room.
Be effective, rather than "right".
By satisfying mutual concerns and interests, both sides obviate hierarchy to initiate a fair exchange with mutual benefits.
DON'T UNDERSELL YOUR INFORMAL POWER
Know your style
Know your partner's style and adapt to the latter.
'Speaking to your boss's needs'.
FIND YOUR CURRENCY
How does your boss want to be 'paid'? This necessitates you entering your 'boss's world' to lighten the load and make his/her job more efficient and productive.
Follow 15% rule
Make your boss look good, while you achieve your goals.
Long-term Win-Win generates increased learning and opportunity for both parties and, most importantly, the organisation..
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