Allan R Cohen
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The authors of the classic Influence Without Authority explain the unique challenges of influencing powerful people
Learn to overcome your difficulties with a boss who is uninterested in your concerns, or resistant to giving needed support. Or discover how to win the cooperation of senior managers who are hard to reach, and hard to sell on your ideas, products, or services. In their classic book, Influence Without Authority, Allan Cohen and David Bradford provided a universal model of how to influence someone you don't control. Influencing Up applies those ideas to problematic bosses and other powerful people, with sophisticated tactics for building partnerships with them.
If you're afraid of retaliation or just unclear as to how to change a senior person's behavior, don't stay paralyzed. Influencing Up gives you the tools to bridge the power gap.
- Offers practical advice about how to turn your relationship with your boss into a partnership in which both parties benefit
- Explains what powerful people care about
- Shows how to overcome power gaps by developing more partner-like relationships
Learn what a great partnership with your boss can do for your career—and your mental health!
the analogy of wading through a swamp. You first try to find where the stones are to carefully step on, but the path eventually disappears. There are a series of (personal) alligators that can bite you. The first problem you may encounter is the tendency to too quickly retreat rather than press forward. “Sorry boss, not really a big deal.” But you’ll miss the opportunity to clear the air and restart the relationship with better mutual understanding. Though this discussion won’t be a straight
inaccessible than your boss, such as senior executives in or out of your organization. PART III Influencing Powerful People CHAPTER 10 Framing Your Change Strategy Fitting Your Approach to the Players This chapter covers the ways you can deal with more distant powerful people. Because these individuals are less obligated to you, and not entirely sure of what you can do for them, this can be more of a challenge than working with your own boss. If your goal is to change your
relationships. It is a form of giving currency to ask for information because it assumes the person you are asking is important or astute enough to know the answer. This process should allow you to identify people who can help you target the right individuals. Just be sure to be careful about how you ask and explain your interest in these people. If you frame it in terms of benefits to the organization rather than a personal power grab, word may get to your influence targets and dispose them
importance. Then I tied it back in, putting pressure on him to step up to the plate, to do what he does best and have a measurable impact—globally. To my amazement, 5 minutes later, still before 6:30 class, my phone rang with a “non-private” number and it was Dr. Z. He asked, “What is all this about?” He said his schedule was full and he could only see JB later in the week. I asked what time he started taking appointments. I then insisted, “How about you see him first thing in the morning,
“sweat equity,” where you put in extra hours or divert regular resources to demonstrate that you’re willing to take risks without asking for much in return. Just be clear about what you are doing, so that the other person sees it as positive. It might be possible to make guarantees, or agree on penalties if you don’t deliver. You’ll also want to agree on how to monitor progress, decide on checkpoints, and figure out relevant measures. Powerful people have been known to grant a shot to a person