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INFLUENCE & PERSONAL POWER

Teacher: Management
Across
Show others that it makes sense to do what you say.
Maintain credibility by being honest, open, non-self-serving, and straightforward. Demonstrate that your interest in the issue is not mere personal gain. Issues that seem self-serving are more difficult to sell.
Higher-than-expected commitment of time. One of the most highly prized characteristics of employees because it means they are dependable, reliable human resources.
Force others to do what you say.
Behavior consistent with key organizational values. Actions congruent witht he prevailing value system are deemed credible, or legitimate, by other organizational members.
Select issues that are compatible and in harmony with the organization. Avoid issues that contradict the company culture.
Identify the expertise needed to solve the problem. Issues are more likely to capture attention if it is clear that the expertise necessary to resolve them resides in the organization, or better still, under the purview of the top manager or boss.
Desirable characteristics associated with friendship. Charisma, agreeable behavior, and physical characteristics.
The issue must be sponsored by other people who will help see the issue. Building coalitions of supporters makes the issue hard to ignore.
Task-relevant knowledge or experience. The great organizational equalizer because it can come from formal education, self-directed learning, or on-the-job experience.
Down
Help others want to do what you say.
Gain or maintain access to a broad communication network. Use multiple communication channels, including face-to-face conversations, written memos, e-mails, conferences, news clippings and so on.
The issue must be congruent with your position and role. A person in the marketing department trying to sell an issue relating to computers would be less effective than would an information specialist.
Point out the responsibility that top managers have to address the issue. Emphasize the negative consequences associated with ignoring the issue or leaving it unresolved
The issue must be solvable. Make it clear that the issue can be solved. Show that solution alternatives are available. Unreasonable issues don't capture attention.
Bundle similar issues together with other important issues that interest top managers. Point out the relationship between your issue and other issues already being addressed.
Ensure that the issue is presented succinctly, in emotionally positive terms, with supporting data and novel information. Complex and convoluted information does not capture attention, so the issue must be explained in precise, simple terms.
Clearly point out the long-term payoff, for the organization or the manager, of addressing the issue. The higher the potential payoff appears to be, the more likely the issue will receive attention.
Present and sell the issue in public forum rather than in a private meeting. The more individuals who hear about the issue, the more likely it is to reach the boss's agenda.