In this episode Stephen and I discuss Power & Influence - namely the 2 forces that you can use to “make things happen”

This is a big topic and you’ll see from my questions and answers that it is easy to become a little confused and even disorientated.  I did anyway.

But we get there in the end - and by ‘there” I mean a deeper understanding of the role that Power & Influence can play.  And more importantly it was clear that by understanding these forces you will be better equipped to manage and plan for the right results.

Listening back I think I wish pushing too hard for a simple checklist to make things better - similar to other episodes - but in this instance it’s going to take a bit more work.

Let me know what you think - podcast@coachpro.online - be kind and constructive!  Below are some notes from the episode:  I’ll pop back at the end with some summary notes I wrote up after we finished.

• "Making Something Happen" – is an important part of the Human Condition – as well as a key requirement for successful management and leadership
• Start with clarity – what do you want to make happen and why
• Remember “Why to the Power of 7” – have at least 7 good reasons why you want to do this
• Clarity will help you make the distinction between ‘Making something happen” and “Making anything happen” – sometimes we just want to see action instead of a clear outcome
• Power is what you can make happen when “you’re in the room” – when you’re present
• Influence happens when you’re not present
• Power: What you can do.  Influence: What you can get done
• Building up Influence builds up your capacity to get more things done
• If you have the time – build up your influence.  Otherwise use power.
• The more powerful you are the harder it is to influence – your influence needs to be bigger than your power.  Otherwise people will only see Power.
• If you underestimate your Power, you’ll under-develop your Influence
• Hierarchy of Communication: Could – Should – Must
• Power: 20% formal and 80% informal
• Influence: 20% Direct and 80% Indirect
• It’s a ratio relative to you and not to the room
• Informal power can be developed – inner work
• The more power you gain the harder to be influential
• One way to see the dynamic change is after a promotion – your influence drops as your power has grown
• Don’t deny your power – focus instead on building your influence
• Understand your audience to reduce the barriers to influence – sometimes they’ll see you as powerful and sometimes as influential – be aware of what you’re doing & the difference
• It’s the action that they will judge – not the intention
• I can be influenced by those I have a connection with and who don’t have a “Power Barrier”
• How can you maximise your influence? Build & foster a network of advocates and supporters
• Until you have built influence you will need to use Power – starting up an enterprise/project

Strategies – 3 levels – Operational, Managerial, Strategic

1 Operational: Be aware of the amount of Power you’re bringing into the situation so you can calibrate your influence

2 Managerial: You actively manage the situation to use influence or power to achieve optimal result

3 Strategic: You are working out the different ways you can build both Power and Influence

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