Training Industry Magazine - Leadership 2015 Special Edition - (Page 9)

2. Leaders lack a clear influence plan. Many leaders who had previously stumbled into success at influencing behavior change couldn't articulate why their efforts succeeded. Even worse, the study showed that while most executives were frustrated with many behaviors in their organizations, only one in 20 had a carefully developed plan for influencing change. When leaders were asked to describe their approach to influencing rapid and sustainable behavior change, most had almost nothing to say. 3. Leaders confuse talking with influencing. Many leaders think influence consists of little more than talking people into doing things. It's no wonder most influence efforts start with PowerPoint presentations. But profound, persistent and overwhelming problems demand more than verbal persuasion. Leaders make this mistake when they publish platitudes in the form of mission and values statements, give a few speeches on why these values are crucial and then assume their job is done. 4. Leaders believe in silver bullets. When leaders actually attempt to influence new behavior, it's common for them to look for quick fixes. The failure mode is to rely on any single approach. Some host star-studded retreats. Others hand out inspiring posters and color-changing mugs and think people will line up for change. The research shows that when leaders rely on just one simple source of influence to drive change, they almost always fail. 5. Leaders try to influence everyone. There are a few leaders who understand that influence is their job. They may even put a lot of time and energy into influencing behavior, but they squander their limited time and energy by trying to influence everyone. The most influential leaders amass a wealth of social capital by investing time and energy with two influential groups - their chain of command and their opinion leaders. If leaders spent time building trust with formal and informal opinion leaders, they will inherit social capital that extends their influence into every corner of the organization. CHANGING ENTRENCHED BAD HABITS Although the overall failure rate for changing entrenched habits was high, there are a handful of leaders - less than one in 20 - with real influence. These leaders had the skills to create influence strategies that really worked. They influenced profound change in behaviors rapidly and permanently. Some described how changes lasted for years, so long as they sustained their influence efforts. Below are a few of the most powerful strategies influential leaders employed. You will be more likely to turn entrenched bad habits into positive work practices by using these strategies. 1. Choose two or three behaviors. Ironically, one of the best ways to improve results is to stop focusing exclusively on results. Effective influencers target one or two vital behaviors to bring about significant change. 2. Over-determine influence. Effective influencers refuse the temptation to find the "one easy answer." For example, unsuccessful leaders rely on a heartfelt email to drive change and mediocre leaders may deliver a PowerPoint presentation explaining what must change. By contrast, successful influencers combine four or more sources of influence to facilitate change. 3. Influence the influencers. Effective influencers realize they don't have to have personal relationships with everyone; they just have to have relationships with the opinion leaders who do. Less effective leaders could think they're working with opinion leaders when they're actually working with people who look good to management but are held in low esteem by their peers. WHEN LEADERS RELY ON JUST ONE SIMPLE SOURCE OF INFLUENCE TO DRIVE CHANGE, THEY ALMOST ALWAYS FAIL. 4. Enlist the environment. Much of behavior is influenced by our physical environment. Smart influencers design the environment to enable new behaviors and by doing so, create an influence strategy that works 24/7. For example, one leader increased accountability in her team by posting all commitments made, kept and broken in the team area. These small visual cues kept the team focused on changing their behavior. If your organization has found a way to tolerate or simply live with entrenched bad habits, then it's time you challenged these behaviors and turned them into productive work practices. If you don't, then this research suggests these bad habits will continue indefinitely and produce profoundly damaging results. By learning the skills of influence, you will be on your way to making change inevitable. Joseph Grenny is co-founder of VitalSmarts and a four-time New York Times bestselling author, dynamic keynote speaker and leading social scientist for business performance. Email Joseph. TRAINING INDUSTRY MAGAZINE - LEADERSHIP2015 I SPECIAL EDITION I WWW.TRAININGINDUSTRY.COM/MAGAZINE 9 http://www.trainingindustry.com

Training Industry Magazine - Leadership 2015 Special Edition

Table of Contents for the Digital Edition of Training Industry Magazine - Leadership 2015 Special Edition

Perspectives on Leadership
Table of Contents
Infographic
A Leader's Guide to Influence
Frontline Managers as Leaders
Employee Engagement for a Distributed Workforce
Accelerating Leadership Development
Employee Engagement for a Distributed Workforce
Leaders Leading Leaders
Are You Creating a Training Course of Designing a Learning Experience
Developing Mid-Level Leaders
The Magic of Asking for Feedback
Leadership Development vs. Employee Engagement
Leading at a Higher Level
Competencies as We Know Them are Dead
Building Great Leadership Through Continuous Learning
Maximizing the ROI of e-Learning
The Difference between Leadership Development and Leadership Formation
What's Online
Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover1
Training Industry Magazine - Leadership 2015 Special Edition - Cover2
Training Industry Magazine - Leadership 2015 Special Edition - Perspectives on Leadership
Training Industry Magazine - Leadership 2015 Special Edition - Table of Contents
Training Industry Magazine - Leadership 2015 Special Edition - 5
Training Industry Magazine - Leadership 2015 Special Edition - Infographic
Training Industry Magazine - Leadership 2015 Special Edition - 7
Training Industry Magazine - Leadership 2015 Special Edition - A Leader's Guide to Influence
Training Industry Magazine - Leadership 2015 Special Edition - 9
Training Industry Magazine - Leadership 2015 Special Edition - Frontline Managers as Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 11
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 13
Training Industry Magazine - Leadership 2015 Special Edition - Accelerating Leadership Development
Training Industry Magazine - Leadership 2015 Special Edition - 15
Training Industry Magazine - Leadership 2015 Special Edition - 16
Training Industry Magazine - Leadership 2015 Special Edition - 17
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 19
Training Industry Magazine - Leadership 2015 Special Edition - Leaders Leading Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 21
Training Industry Magazine - Leadership 2015 Special Edition - Are You Creating a Training Course of Designing a Learning Experience
Training Industry Magazine - Leadership 2015 Special Edition - 23
Training Industry Magazine - Leadership 2015 Special Edition - 24
Training Industry Magazine - Leadership 2015 Special Edition - 25
Training Industry Magazine - Leadership 2015 Special Edition - Developing Mid-Level Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 27
Training Industry Magazine - Leadership 2015 Special Edition - The Magic of Asking for Feedback
Training Industry Magazine - Leadership 2015 Special Edition - 29
Training Industry Magazine - Leadership 2015 Special Edition - Leadership Development vs. Employee Engagement
Training Industry Magazine - Leadership 2015 Special Edition - 31
Training Industry Magazine - Leadership 2015 Special Edition - 32
Training Industry Magazine - Leadership 2015 Special Edition - 33
Training Industry Magazine - Leadership 2015 Special Edition - Leading at a Higher Level
Training Industry Magazine - Leadership 2015 Special Edition - 35
Training Industry Magazine - Leadership 2015 Special Edition - Competencies as We Know Them are Dead
Training Industry Magazine - Leadership 2015 Special Edition - 37
Training Industry Magazine - Leadership 2015 Special Edition - Building Great Leadership Through Continuous Learning
Training Industry Magazine - Leadership 2015 Special Edition - 39
Training Industry Magazine - Leadership 2015 Special Edition - 40
Training Industry Magazine - Leadership 2015 Special Edition - 41
Training Industry Magazine - Leadership 2015 Special Edition - Maximizing the ROI of e-Learning
Training Industry Magazine - Leadership 2015 Special Edition - 43
Training Industry Magazine - Leadership 2015 Special Edition - The Difference between Leadership Development and Leadership Formation
Training Industry Magazine - Leadership 2015 Special Edition - 45
Training Industry Magazine - Leadership 2015 Special Edition - What's Online
Training Industry Magazine - Leadership 2015 Special Edition - Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover4
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