the advantages of their proposal are and at the same time, what the disadvantages of not adopting the proposal would be.
The mindful motivator (push style – emotional approach)
The next two strategies use an influencing strategy based on emotion, whereas investigation and calculation adopt a logical approach when persuading.
The motivation strategy in essence means
persuading others by associating the idea, change, or proposal with a clear, compelling and commonly held vision of the future. Leaders who can paint a convincing picture of the future and motivate people with that vision are generally inspirational and motivating. Most great leaders have this aptitude. Unfortunately from my observations too many people in L&D get caught up in the minutiae of what they are doing. They consequently often forget to articulate the link between the specific learning and the big picture. Furthermore, trainers don’t always explain the why. The why refers to why are we suggesting you learn this? How does what we are currently learning contribute to the vision of the business? These are the questions mindful motivators answer. By making these links between the learning experience and the strategic direction of the organisation, the participant makes an emotional connection to the learning outcome because they understand clearly what’s in it for me? Former civil rights activist, Martin Luther King was a mindful motivator. His most famous speech: I have a dream... moved an entire generation of people. It focused attention on his vision for a better future.
The collegial collaborator (pull style – emotional approach)
The strategy of collaboration fundamentally involves influencing through trust-building and sharing the ownership of the learning experience. Participants in the learning experience are more likely to be persuaded by trainers if they feel they have engagement in the activity. By collaborating with the learners, the trainer invites the participants to be emotionally connected to the learning experience. Learners feel they have an emotional stake in the experience and are subsequently more receptive to its merits. Through authentic collaboration, trust builds and influence increases. Collegial collaborators create positive emotional
energy; they are concerned with developing a sense of trust and commitment with the people they work with. Collaborators are consultative
Without having command of the facts and persuasively communicating these in a structured way, our influence diminishes
in their approach to problem-solving; they actively listen to others and are willing to share the ownership of the outcomes through open communication. The influence of collaborators in learning programmes permeates from encouraging input and building higher than normal levels of confidence in learners. Mother Teresa was a collegial collaborator.
An activist for the needy and poor in India and everywhere around the world, by collaborating with key stakeholders, she was a marvel at getting coalitions of support on her side for the causes she believed in. Each of us has an influencing profile; that is, we
favour one of these four strategies over the other three. The problem with this inevitable personal bias is that we will undoubtedly use the wrong strategy from time to time, either for the people we are trying to persuade or the situation we are in. Outstanding influencers use all four strategies in the right place and at the right time. From a learning perspective, use fact and logical argument to make the case (investigation). Explain the benefits of the learning and at the same time, outline the disadvantages of not applying the learning (calculation). Involve others in the learning experience (collaboration), and show the connection between the learning experience and the organisational vision and direction (motivation).
30% discount for TJ readers
This is the first of a three-part series on influencing based on Dr Tim Baker’s new book The New Influencing Toolkit: Capabilities for Communicating with Influence (Palgrave Macmillan). TJ readers can claim an exclusive 30% discount on this book and other HR, training and leadership titles from Palgrave Macmillan. Go to
www.palgrave.com/ trainingjournal for details. Offer available until 31st December 2015.
Dr Tim Baker
is the author of The New Influenc- ing Toolkit (Palgrave Macmillan) and a regular contributor to TJ. He can be contacted via www.winners
atwork.com.au
www.trainingjournal.com September 2015
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