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Project Manager : Project Manager Feb Mar 2014
14 Project Manager •THOUGHT LEADERS is aspect a ects each of the ve elements and is therefore considered the base element for in uencing. Colloquially refer red to as 'the care factor', it is vital in establishing a connection with the stakeholder. It allows us to achieve understanding through active listening, puts us in the game when de ning their 'What's in it for me?' factor and setting e xpectations, it is the reason behind our e orts in delivering the bene ts, and is evidenced in our follow-up with the stakeholder. Without it, there can be no in uence. Now de ned, the rest should be easy, shouldn't it? Unfortunately, no. Our headlines are full of the latest scams and attempts to defraud people of their valuables. Further, it takes only a hint of impropriety to trigger our self-defences, totally removing any element of tr ust that has been or will be developed. In the very rst instances of meeting somebody, we form an opinion emotionally. e opinion is not complicated and is usually binary, in that we either like the new acquaintance or we do not. Only then do we employ logic, using it to justify that emotionally formed opinion. We reason with ourselves, and others occasionally, and pigeonhole the new acquaintance to simplify our future behaviour. Do we need to be on guard while we are with them or can we rela x and share our thoughts and feelings, knowing that they will not be used against us? e work done by Andrew O'Kee e, author of Hardwired Humans and the Boss, supports and infor ms this understanding. Five simple steps A simple ve-step model for in uencing can be tailored to suit almost any situation. In it, we work through creating a connection with stakeholders, empathising with their viewpoints, leveraging their desires for an outcome, delivering on that desire and, importantly for any future relationship but often overlooked, con r ming their satisfaction with the outcomes. 1. Connect emotionally At work, we behave in a manner that aligns with our organisational culture and, more often than not, with the best intent and the company needs in mind. It is fair to assume that our stakeholders (internal and external) do the same. However, we cannot always rely on a shared understanding of what is best for the company. Our views and perceptions are shaped by our experiences and, the larger our organisation, the greater the diversity of perception. erefore, we need to establish an element of
Project Manager Dec Jan 2014
Project Manager Apr May 2014