Understand the 4 Components of Influence
We’ve all encountered people who say less but what they say matters more; people who know how to
use silence to dominate an exchange. So having Influence means more than just doing all the talking;
it’s about taking charge and understanding the roles that positional power, emotion, expertise, and
nonverbal signals play. These four aspects of Influence are essential to master if you want to succeed
as a leader.
Take positional power. If you have it, Influence becomes a relatively simple proposition. People with power over others tend to talk more, to interrupt more, and to guide the conversation more, by picking the topics, for example.
If you don’t have the positional power in a particular situation, then, expect to talk less, interrupt less, and choose the topics of conversation less. After all, exercising their right to talk more about the subjects they care for is one of the ways that people with positional power demonstrate it.
What do you do if you want to challenge the positional authority? Perhaps you have a product, or an idea, or a company you want to sell, and you have the ear of someone who can buy it. How do you get control in that kind of situation?
The second aspect of Influence is emotion, and using it is one way to counteract positional power, and generally to dominate a conversation. When the other side has the power and you have the emotion, something closer to parity is possible. Indeed, passion can sweep away authority, when it’s well supported and the speaker is well prepared. We’ve all witnessed that happen when a young unknown performer disarms and woos the judges, devastating the competition, in one of those talent competitions. The purity and power of the emotion in the performance is enough to silence — and enlist – the judges despite their positional authority. Indeed, the impassioned speech, the plea for clemency, the summation to the jury that brings them to tears and wins the case for the defendant — this is the stuff of Hollywood climaxes.
Passion often links with expertise, the third aspect of Influence . And indeed, you can dominate the conversation, beating out positional power, if you have both passion and expertise. The diffident expert’s voice is sometimes lost in the clamor of people wanting to be heard. So expertise without passion is not always effective, but if it’s patient, it can be the last person standing in a debate and thereby get its turn.
We have very little conscious awareness of this aspect of Influence , but we are all participants in it with more or less expertise. We learn at a very early age that conversation is a pas de deux, a game that two (or more) people play that involves breathing, winking, nodding, eye contact, head tilts, hand gestures, and a whole series of subtle non-verbal signals that help both parties communicate with one another.
Indeed, conversation is much less functional without these nonverbal signals. That’s why phone conversations are nowhere near as satisfying as in-person encounters and why conference calls inevitably involve lots more interruptions, miscues, and cross-talking. We’re not getting the signals we’re used to getting to help us know when the other person is ready to hand the conversational baton on to us, and vice-versa.
Take positional power. If you have it, Influence becomes a relatively simple proposition. People with power over others tend to talk more, to interrupt more, and to guide the conversation more, by picking the topics, for example.
If you don’t have the positional power in a particular situation, then, expect to talk less, interrupt less, and choose the topics of conversation less. After all, exercising their right to talk more about the subjects they care for is one of the ways that people with positional power demonstrate it.
What do you do if you want to challenge the positional authority? Perhaps you have a product, or an idea, or a company you want to sell, and you have the ear of someone who can buy it. How do you get control in that kind of situation?
The second aspect of Influence is emotion, and using it is one way to counteract positional power, and generally to dominate a conversation. When the other side has the power and you have the emotion, something closer to parity is possible. Indeed, passion can sweep away authority, when it’s well supported and the speaker is well prepared. We’ve all witnessed that happen when a young unknown performer disarms and woos the judges, devastating the competition, in one of those talent competitions. The purity and power of the emotion in the performance is enough to silence — and enlist – the judges despite their positional authority. Indeed, the impassioned speech, the plea for clemency, the summation to the jury that brings them to tears and wins the case for the defendant — this is the stuff of Hollywood climaxes.
Passion often links with expertise, the third aspect of Influence . And indeed, you can dominate the conversation, beating out positional power, if you have both passion and expertise. The diffident expert’s voice is sometimes lost in the clamor of people wanting to be heard. So expertise without passion is not always effective, but if it’s patient, it can be the last person standing in a debate and thereby get its turn.
We have very little conscious awareness of this aspect of Influence , but we are all participants in it with more or less expertise. We learn at a very early age that conversation is a pas de deux, a game that two (or more) people play that involves breathing, winking, nodding, eye contact, head tilts, hand gestures, and a whole series of subtle non-verbal signals that help both parties communicate with one another.
Indeed, conversation is much less functional without these nonverbal signals. That’s why phone conversations are nowhere near as satisfying as in-person encounters and why conference calls inevitably involve lots more interruptions, miscues, and cross-talking. We’re not getting the signals we’re used to getting to help us know when the other person is ready to hand the conversational baton on to us, and vice-versa.
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