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The Influencing Pocketbook [MultiFormat]
eBook by Richard Storey
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$6.99 |
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$5.94 |
eBook Category: Business
eBook Description: Influencing skills are at the heart of all successful communication. This book examines influencing styles, how to establish rapport, dealing with different personalities, handling resistance and, crucially, getting a decision.
eBook Publisher: Pocketmanager.com, Published: 2001
Fictionwise Release Date: June 2001
Available eBook Formats [MultiFormat - What's this?]: Adobe Acrobat (PDF) [1.3 MB], eReader (PDB) [41 KB], Palm Doc (PDB) [30 KB], Rocket/REB1100 (RB) [30 KB], Microsoft Reader (LIT) [98 KB] - PocketPC 1.0+ Compatible, Franklin eBookMan (FUB) [100 KB], hiebook (KML) [98 KB], Sony Reader (LRF) [126 KB], iSilo (PDB) [26 KB], Mobipocket (PRC) [34 KB], OEBFF Format (IMP) [94 KB]
Words: 8441
Reading time: 24-33 min.
Microsoft Reader (LIT) Format: Printing DISABLED, Read-Aloud ENABLED
Adobe Acrobat (PDF) Format: Printing DISABLED, Read-Aloud DISABLED
All Other formats: Printing DISABLED, Read-aloud DISABLED
 
"Influence is the unseen lubricant in the engine of business; a management skill more vital than understanding finance and equally important for a business's balance sheet. Richard Storey is an expert in this field. His comprehensive coverage provides managers with the most complete quick reference guide available today."--Ed Lee, Skill and Resource Manager, Syntegra
"Provides extremely comprehensive guidance on a subject which many managers have difficulty with. It is well laid out so that it can be used as an introduction to influencing and for quick reference purposes prior to that difficult meeting."--Steve Ravenhall, Head of Human Resources, Comdisco United Kingdom Limited
CHAPTER ONEPLANNING TO INFLUENCE WHAT IS INFLUENCING? Influencing is: Getting your own way especially unobtrusively. Most managers do it, most of the time. You can influence others simply by being you (notice how easily children are influenced by the behaviour of those around them) You can influence covertly, behind the scenes You can use more open strategies and tactics Great influencers manage to get other people to go along with their ideas while maintaining the relationship. If people feel manipulated, relationships will be damaged. It is important to understand the different strategies available to you and to plan your approach. MASTERING THE ART Increasingly, today's managers are measured by their ability to influence others at work. Being able to get people to do what you want has a direct effect on: The well-being of your staff The prosperity of your company And, ultimately, your own destiny You are probably already successful at influencing others--some of the time. How can you become consistently successful? If you can identify your strengths and weaknesses and make a few changes, nothing can hold you back. "What is the number one need for success in business today? To persuade others of my value and the value of my ideas" TYPICAL AREAS OF OPEN INFLUENCE A lot of the time, especially in business, influencing is necessary and we accept it as part of human communication. It operates openly and usually follows a recognised process. Open influence can be seen in: Meetings Presentations Sales conversations Debates and discussions Change management Reports Proposals Negotiations Performance management TYPICAL AREAS OF HIDDEN INFLUENCE Influence can also operate in a less open and direct manner. Your behaviour will be noticed by others, even though you are not necessarily trying to influence them. Your words will always be interpreted, however subtle or oblique. In short--whether we mean to influence or not--we are constantly beaming out influential messages to the world. Hidden influence, which is often delicate, slow and on-going, works well in the following areas: Process management Changing an image or behaviour Altering attitude Networking Communicating non-verbally Developing and maintaining rapport Nurturing relationships Counselling others Acting as a mentor Maintaining customer relations Using metaphor and analogy
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