TM - November 2007 - (Page 40)

recruitment & retention assessment & evaluation compensation & benefits performance management learning & development succession planning [performance management]by Joseph Grenny The Art and Science of Influence It’s tiresomely predictable, the seven-year glitch. Every five to seven years, after another management fad has swept across the corporate world, the report cards start rolling in, documenting the horrendous disappointment of executives’ pet programs. Too often, mortality rates clock in between 60 percent and 90 percent. VitalSmarts research shows the root cause of many failures in the business world is not a lack of good intent but a lack of influence. In Six Sigma, for example, who can argue with the goals of eliminating waste, improving quality and focusing on increasing value? Even the methods are battletested and inarguably useful. Where Do the Wheels Come Off? disappointments. And we’ve become so accustomed to influence failures, we’ve stopped searching for methods to succeed. In Search of Influencers The point of failure is that leaders are ineffective at influencing new behavior. For example, after six years and millions of dollars in resources, one CEO declared failure on a Six Sigma/lean effort. When asked why he was giving up, he said, “I’m tired of trying to teach old dogs new tricks. I haven’t figured out how to make Six Sigma part of our culture, and it’s too expensive to keep trying.” Leaders’ inability to influence the behavior of their people, to engage their hearts, minds and hands, is at the root of the majority of corporate November 2007 Thankfully, it isn’t necessary to cope with and complain about failure — it is possible to influence almost any behavior with surprisingly predictable success. A quiet community of practitioners around the world uses powerful influence principles on problems that range from curbing national AIDS epidemics to turning around criminals and eliminating medical errors. All are solved by influencing profoundly entrenched behaviors in a rapid, sustainable and effective way. And upon meeting these influence geniuses, it is no surprise their success can be attributed to the same set of principles each time. When applied to 40 talent management magazine www.TalentMgt.com http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - November 2007

Talent Management - November 2007 Editor's Letter Contents Letters to the Editor Human Performance Leading Edge Learning Connections Viewpoint Finding Candidates with the Right Fit Turning HR Data Into Business Intelligence Compensation Technology: Drive Higher Performance, Gain Competitive Advantage The Art and Science of Influence Training the Ethical Workforce Making the Best Managers Application: Pre-Hire Testing Drives Down Employee Turnover at Advnace Auto Parts Dashboard: The Role of Learning Business Process Outsourcing Insight: Nationwide Insurance: On Employees' Side Advertiser's Index Editorial Resources Full Potential

TM - November 2007

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