Influencing Without Authority equips participants with the skills needed to build credibility and effectively influence stakeholders - even if they lack the formal authority to make demands on resources. This course helps attendees understand the attitudes and behaviours of leaders who know how to get work done through influence and persuasion, whether managing up, down, across, or diagonally within organisations.
Influencing Without Authority begins by placing the concept of influence within the larger context of environmental, organisational, network, relational and interpersonal factors. It breaks influence down into a series of skills, moving beyond the notion that influence is simply the product of personal charisma or charm, and instead, gives participants tools needed to negotiate the political landscape of organisations. Participants learn the foundation of effective influence and how to apply a powerful methodology for resolving performance challenges in environments where power cannot be exerted by one individual over another. They also learn how to build networks by overcoming internal barriers and creating new contacts. Finally, Influencing Without Authority provides the tools necessary to be more influential on both a personal and more strategic level.
*Terms & Conditions apply.
The listed course fee of SG$960 for all Singapore scheduled Influencing Without Authority open enrolment classes are with 70% discount off the original course fee of SG$3,200.
Course duration for each course is 2.5 days
- Identify what it means to influence without authority and what you can do to be successful
- Learn to read the larger context in which you wish to influence without authority
- Employ principles and tools to build your influence within your organisation
- Apply what you’ve learned to a series of specific situations where leading without authority is most required
Looking at the Context Model
What is “Influencing without Authority?”
Informal Authority in the VUCA Environment
The Context Model
Reading the Context
Reading the Context: Business Dynamics and Environment
PESTEL Analysis: Political, Economic, Social, Technological, Environmental, Legal
How To Be Influential in the Organisation
Organisation Analysis: Four Frames
Reading the Context: Networks
Relationship Analysis: Social Exchange Theory
Reading the Context: Personal Behavior
Principles of Influence
Difference between Power and Influence
Overview of the Six Influence Principles
Principle 1: Liking
Principle 2: Social Proof
Principle 3: Consistency
Principle 4: Scarcity
Principle 5: Expertise
Principle 6: Reciprocity
Dealing with Organisational Politics
What Does the Term Organisational Politics Mean?
Why Concern Ourselves with Politics?
How Good a Politician Are You?
Two Elements of Credibility: Confidence and Competence
The Trust Equation
Tool: Credibility Grid:
Building Your Credibility: Focusing on behaviors
The 13 Behaviors: Trust-Based, Competence-Based, and Trust & Competence Behaviors
Solving Performance Problems
When Performance Problems Arise: Direct Reports, Supervisors, Stakeholders, External Parties
How Effective Influencers Work
A Model for Dealing with Performance Problems
Maintaining Networks and Relationships
What Do We Mean by “Networking”?
Four Key Uses of Networking
Dispelling Network Myths
Five Rules of Networking
Three Types of Networks: Operational, Personal, Strategic
Steps to Building a Better Network
Tool for Building a Better Network
Tips for Networking Events
Persuading Others and Influencing Strategically
What Is/Is Not Persuasion?
Being Persuasive: Four Elements
What Does “Influencing Strategically” Mean?
Stereotypes about senior stakeholders
Four Steps of Strategic Persuasion
When Issues Arise