MICROBLOGS 2017-12-18T12:29:12+00:00



Implementation: A Vital Part Of The Decision-Making Process.

January 11th, 2018|Tip of the Day|

Even if you make the right upfront investments in terms of designing and executing a strong process and involving the right people, sometimes you get tired or have moved on to the next issue come implementation time. As a result, implementation is abandoned or approached half-heartedly. Implementation has to be a formal step in the process, and all parties must appreciate that their work isn’t done once the decision is made. You must be as disciplined in communicating out and driving implementation as you are in making the decision.

Plan Things Out, And Check In Frequently With Everyone.

January 10th, 2018|Tip of the Day|

You need to plan things out and check in frequently to make sure everyone is still with you. When you are taking others along for the ride, there has to be a well-defined process that starts at the moment you realize a decision needs to be made and continues until the decision is thoroughly implemented or embedded in the organization.

Decision-Making: Set A Time Limit!

January 9th, 2018|Tip of the Day|

Whether it is one hour or one year, set a time limit for reaching agreement and let your team know what happens if you reach that limit. Does the decision get elevated to a higher-level decision maker? Do you make it? Someone else?

The Three Components To Ensure A Decision Sticks.

January 8th, 2018|Tip of the Day|

There are three components that help ensure a decision sticks: (1) a structured, credible process, (2) including the right people in the right way and (3) consistent, transparent communication and follow-up. Without these your decision will get questioned, overturned, ignored or forgotten.

Play Out Scenarios To Get Consensus On A Decision.

January 7th, 2018|Tip of the Day|

Use scenarios: Sometimes taking things out of the hypothetical can present new options or be the tipping point for agreement. When you are getting close to a decision, play the options out. Given the complexity of matrix decisions, you may be creating unintended consequences, and this may lead you to different options or closer to consensus. Scenarios are also helpful in checking agreement. If you have landed on a consensus decision: “We are going to extend the review period to two weeks,” check agreement by asking scenario questions: “So that means that even when we have a priority project, we are going to allow the committee two weeks to review?” Simple questions like this can ensure that your agreement is solid.



#111 Knowledge & Influence

January 15th, 2018|Knowledge & Influence, Play of the Day|

You have to look beyond your own area to understand the impact and reaction of those on the receiving end. This will prepare you for their possible questions, concerns or objections, and it will tell them that you are thinking beyond your own needs and interests.

From “The Cross-Functional Influence Playbook” page 32

#110 Knowledge & Influence

January 14th, 2018|Knowledge & Influence, Play of the Day|

The target of your influence is most likely in a different function, division or location in the organization than you. That means you cannot assume to know the impact of what you are influencing on them, their operations and processes, or their team. The chances of creating unintended consequences are high.

From “The Cross-Functional Influence Playbook” page 32

#108 Knowledge & Influence

January 12th, 2018|Knowledge & Influence, Play of the Day|

Passion works in our favor in influence because it provides the impetus to influence. We feel strongly about something—we attempt to change it. Passion is a kick-starter. But it can also cloud our judgment and quickly narrow our perspective.

From “The Cross-Functional Influence Playbook” page 32

#106 Knowledge & Influence

January 10th, 2018|Knowledge & Influence, Play of the Day|

When your perspective is broad and includes an understanding beyond your position, team, function or location, it can be very, very powerful. When it is narrow, your ideas can be quickly dismissed as folly.

From “The Cross-Functional Influence Playbook” page 32



Communicate Your Way to Better Partnerships

By | January 15th, 2018|Blog, Influence|

Maintaining strong partnerships is probably the most important thing you can do on a day-to-day basis to increase your influence. The reason? Strong partnerships are built on trust, and if I trust you, I’m going to be more open to your ideas. I won’t question your credibility, and I’ll assume that you have some knowledge about my own perspective on the situation. Strong partners are also more likely to go to bat for one another. So not only am I more receptive to direct influence, but I’m also more likely to help a partner indirectly by providing perspective, advocating for their idea, or acting as their ally or even their surrogate in an influence conversation.


Influence Model PARTNERSHIPS


So how do we create these strong partnerships? They don’t just happen—they need continual nurturing.

One of the simplest things you can do to get a new partnership off to a good start or to repair a struggling partnership is to set or reset communication. To build a foundation of trust, focus on making sure that your partner is getting the information they need with these five steps:

Acknowledge that your communication may have been lacking in the past (in the case of an existing relationship)

Ask what they need to know and how they want to find out.  

Plan your communication by outlining what, when and how.

Get into a rhythm like weekly emails with a consistent, easy-to-read format or monthly discussions with a set agenda

Be careful of the “out of sight, out of mind” trap; don’t rely on the “who you see” method of remembering what and with whom you need to communicate.