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Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes:
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©2015 Holcim Technology Ltd
Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes:
• People make decisions for
________________________________ their own reasons.
________________________________ • When influencing people, it’s
important to understand what
________________________________ the other person’s reasons
might be and use an
________________________________ approach that will affect their
attitudes, beliefs, and actions.
________________________________
________________________________
________________________________
________________________________
________________________________
©2015 Holcim Technology Ltd
Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes: • Think about how some of the
factors listed on the previous
________________________________ slide have changed the types of
relationships you have with
________________________________ stakeholders and consider the
questions above.
________________________________
• Please be prepared to share your
________________________________ thoughts and opinions with the
rest of the group if given the
________________________________ opportunity.
________________________________
________________________________
________________________________
________________________________
©2015 Holcim Technology Ltd
Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes: Project Stakeholder
Management includes
________________________________ the processes required
to identify all people or
________________________________ organizations impacted
by the project, analyzing
________________________________ stakeholder
expectations and impact
________________________________ on the project and
developing appropriate
________________________________ management strategies
for effectively engaging
________________________________ stakeholders in project
decisions and execution.
________________________________
________________________________
________________________________
©2015 Holcim Technology Ltd
Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes:
________________________________
________________________________
________________________________
________________________________
________________________________
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________________________________
©2015 Holcim Technology Ltd
The Project Management Certificate Project Stakeholder Management
Program – 5 DAY
• Identifying stakeholders begins with identifying individual and groups
of stakeholders. Writing stakeholder names or groups on Post-It notes
is a convenient way to place them on the Power/Interest Grid. You
may want to also include the classification from the Stakeholder
Engagement Assessment Matrix mentioned in the next section. This
kind of analysis facilitates traceability with requirements and
deliverables. Understanding who provided a requirement and where
they sit on this grid, can help you when a change in scope or a
prioritization of requirements is initiated. It also is useful when planning
how to manage stakeholder attitudes. For instance, if you have a
stakeholder in the high power, high concern area who is resistant, you
may need to begin building a relationship.
IIL-CERT5
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Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes:
________________________________
________________________________
________________________________
________________________________
________________________________
________________________________
________________________________
________________________________
©2015 Holcim Technology Ltd
Influencing Skills for Project Managers
... building relationships that perform
• You can use the relationship-based
Participant’s Notes: stakeholder relationship tool provided as
part of this courseware, to calculate a
________________________________ numerical rating for specific stakeholder
relationships. (see next page in
workbook for format)
________________________________
• Some tips for what to do once you have
________________________________ completed your assessment:
• Make sure you have a proactive
________________________________ communication/action plan for each “hot
spot” (>= threshold #1, which you can
________________________________ set based upon the relative ratings from
your assessment results)
________________________________ • Have a maintenance and contingency
plan for “simmering points” (>=
________________________________ threshold #2)
• Monitor “cool spots” to make sure they
________________________________ don’t “heat up”! (< threshold #2)
©2015 Holcim Technology Ltd
Influencing Skills for Project Managers
... building relationships that perform
• Reciprocity (Exchange) – Use
Participant’s Notes: primarily for the relationship building
phase.
________________________________
• Resistance – force that retards,
________________________________ hinders, or opposes motion.
• Trust – “Trust is a psychological
________________________________ state comprising the intention to
accept vulnerability based upon
________________________________ positive expectations of the
intentions or behavior of another”
________________________________ (Rousseau, D. M., Sitkin, S. B., Burt,
R. S., and Camerer, C. (1998). "Not
________________________________ so Different After All: A Cross-
Discipline View of Trust," in
Academy of Management Review,
________________________________
________________________________
©2015 Holcim Technology Ltd
23, 393-404).
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Influencing Skills for Project Managers
... building relationships that perform
• Competence-Based Trust – I am
Participant’s Notes: confident that you can do what I need
you to do (ability, skill, resources,
________________________________ communication channels, etc.)
• Integrity-Based Trust – I am confident
________________________________ that you will consistently look after my
interests.
________________________________
• Emotional Trust – In my gut, I have the
feeling that you will act/do as you say
________________________________ (strictly intuitive, forms in seconds and is
difficult to change – the first impression).
________________________________ The other two take more time and
experience to form and may be lost with
one slipup.
________________________________
• Trust is good for business. It greatly
________________________________ reduces the difficulty and time consumed
in communication. When trust exists, it is
easier to apply personal influence to get
________________________________ work done when formal authority is
©2015 Holcim Technology Ltd
absent.
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What examples of reciprocity can you share that you have personally
experienced within your organizational setting of stakeholder
management?
In your examples was reciprocity consciously applied? If so how, with
what results?
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Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes: • Note again the linkage with trust.
• Relationship building is about
________________________________
establishing trust.
________________________________ • Reciprocity is about reinforcing it
and taking advantage of it for
________________________________ MUTUALLY BENEFICIAL gains.
________________________________ • This is the fundamental element of
“teamwork”.
________________________________ • Reciprocity underlies virtually all of
our relationships (interactive and
________________________________ constructive) with others.
________________________________
________________________________
©2015 Holcim Technology Ltd
Influencing Skills for Project Managers
... building relationships that perform
• Simultaneous Mutual Benefit – You
Participant’s Notes: want Ms. X to work on your project and
Ms. X’s boss wants her to have the kind
________________________________ of organizational exposure your project
will provide (to make her eligible for a
career move).
________________________________
• Compensation for Cost – You use your
________________________________ influence to help Ms. X’s boss find a
substitute for her loss.
________________________________ • Equivalent Payment – You promise to
publicly acknowledge Ms. X’s
________________________________ contribution and your gratitude to your
ally for making her available.
________________________________ • Cost of Noncompliance – You indicate
to Ms. X’s boss that not making her
________________________________ available might lead to the project’s
failure (casting a bad light on the
department) or that you may have to
________________________________ protest to the general manager (or your
boss) about the lack of
©2015 Holcim Technology Ltd
cooperation/teamwork (a stated value in the company).
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Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes: • Inspiration - Related currencies are
linked to desired achievements that give
meaning to individuals’ work.
______________________________
• Task - Related currencies are directly
______________________________ related to achievement and getting the
work done that lead to a sense of
accomplishment.
______________________________
• Position - Related currencies help
______________________________ sustain an individual’s standing or status
within the organization.
______________________________ • Relationship - Related currencies help to
strengthen the relationship with
______________________________ someone, as opposed to completing an
organizational task. However, it is no
less valued and important.
______________________________
• Personal currencies are valued because
they increase and enhance an
______________________________
individual’s self worth.
______________________________
©2015 Holcim Technology Ltd
Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes: Vision is talking about what it could be or
will be like if the stakeholder will work
______________________________ with you. It’s creating a sense of
excitement and anticipation of the
______________________________ benefits that could be reaped when you
reach the happy conclusion.
______________________________ Motivating and influencing using the
Excellence component of the Inspiration-
______________________________ related currency is discussing the
opportunity to produce a high-quality
outcome.
______________________________
Moral/Ethical elements of Inspiration-
______________________________ related currency is not just about the
opportunity to “do it right”, but about
______________________________ “doing what is right”, or honorable, or
ethical. You know what needs to be done
to make this right, now here’s the
______________________________
opportunity to do it.
______________________________ On a scale from 1 (low) to 10 (high), how
easily could you apply each of the
currencies above?
©2015 Holcim Technology Ltd
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Influencing Skills for Project Managers
... building relationships that perform
• New Resources is a highly valued currency for influencing people who are
dealing with scarce resources. The chance to obtain new resources is a much
valued currency.
• For some individuals within organizations, there is a culture of loving to work
through a challenge and being successful. Engaging in a joint problem-solving
approach helps with this currency. Sharing the complexity of the challenge and
presenting it as a puzzle to be solved is one approach.
• Providing Assistance, when appropriate to those facing unreasonably
demanding jobs or are swamped by the current difficulties they face can be
combined with providing something quicker than expected – Rapid Response
or helping behind the scenes to make things happen – Organizational Support
– are valued currencies.
• Finally Information that will help to improve a team’s performance is – the
hottest industry trends – newest customer developments – another form of
valued currency.
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©2015 Holcim Technology Ltd
• On a scale from 1 (low) to 10 (high), how easily could you apply each of the
currencies above?
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Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes:
• Some individuals value Recognition
as a form of currency in influencing.
______________________________ They will cooperate or extend
themselves if they believe this will be
______________________________ recognized.
______________________________ • Ambitious individuals value the
chance to become visible to those
higher up in an organization.
______________________________
• Reputation as a valued currency is
______________________________ another form of recognition – a good
reputation could help when it comes
______________________________ to job promotion or opportunities for
growth.
______________________________ • The opportunity to make
connections within the organization
______________________________ and network could be seen as a
valuable currency by your
______________________________
©2015 Holcim Technology Ltd
stakeholder.
• On a scale from 1 (low) to 10 (high), how easily could you apply each of the
currencies above?
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Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes:
• Understanding as a currency can be
______________________________ as simple as a sympathetic ear,
especially to those who feel
______________________________ overwhelmed by the demands of
their organization. This involves
______________________________ sympathetic listening without the
need for action on the part of the
listener.
______________________________
• On a scale from 1 (low) to 10 (high),
______________________________ how easily could you apply each of
the currencies above?
______________________________
______________________________
______________________________
______________________________
©2015 Holcim Technology Ltd
Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes: • These currencies can be based on a
task or an interpersonal activity.
______________________________
• Gratitude as a currency can lose its
value if it is expressed in the same way
______________________________ over time, but its value should not be
underestimated.
______________________________
• Ownership and influence over important
tasks is an especially valued currency
______________________________ for those who value control.
______________________________ • Self-concept as a currency is an intrinsic
motivator that comes about from an
indirect action such as being asked to
______________________________ contribute to a high-profile activity – it
affirms the individual’s own self-esteem.
______________________________
• Comfort as a currency is for those who
value order, routine, and schedule.
______________________________ These also provide a sense of structure
and security.
______________________________
©2015 Holcim Technology Ltd
• On a scale from 1 (low) to 10 (high), how easily could you apply each of the currencies
above?
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Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes: • Likely Responses to a Direct
Inquiry
______________________________
• The potential ally may be favorably
affected by your sincere need to
______________________________ understand why the other guy is not
cooperating or delaying to give you
______________________________ an answer. This could push him/her
over the edge to cooperate.
______________________________
• Normally people are relieved to tell
their story particularly if they want to
______________________________
help you, but they may have external
reasons for refusing. He/she might
______________________________ ask for your advice or to modify what
you are offering as currency to
______________________________ address the problem.
______________________________ • Keep an open mind and avoid
negative attribution.
______________________________
©2015 Holcim Technology Ltd
Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes:
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
©2015 Holcim Technology Ltd
Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes:
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
©2015 Holcim Technology Ltd
Influencing Skills for Project Managers
... building relationships that perform
• When attempting to influence and you feel you are not being successful, look
to see if any of the barriers listed above are hampering your success, in either
your environment and/or behavior, or those of the individuals with whom you
are working.
• Usually influencing is based on the assumption that the formal power of
authority you have is more or less equal to that of the individual you are
attempting to influence.
• If the difference is too great, and the other party has far more power, you may
not have anything to offer that is perceived as having value by them.
• Sometimes the organizational and personal goals of the other person are very
different from yours and they may not care about what is important to you.
• The way in which the other individual’s performance is measured and
rewarded by their organization may not allow them to respond to what you
want or need.
• Bad feelings towards you by the other party or if they feel your success will
interfere with their success may prevent you from obtaining their help or
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©2015 Holcim Technology Ltd
support even though they understand it would be for the organization’s benefit.
• Sometimes you cannot overcome these external factors, but those that are internal
usually can be overcome.
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Influencing Skills for Project Managers
... building relationships that perform
• There are factors upon which influencing
Participant’s Notes: is based.
______________________________ • Successfully influencing the actions and
behaviors of others can be based on one
or many of the factors listed above.
______________________________
• When influencing, we may be offering
______________________________ something in exchange for help or a
commitment.
______________________________ • We may not always be liked by those we
influence, but there will invariably be
______________________________ some degree of trust and belief that we
are competent at the task in hand.
______________________________ • Without a genuine concern for the
organization’s goals, influencing can
______________________________ appear to be manipulative or self-
serving.
______________________________ • To influence successfully, we need to
recognize our own skills and abilities
______________________________
©2015 Holcim Technology Ltd
and know where we are failing.
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Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes:
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
______________________________
©2015 Holcim Technology Ltd
Influencing Skills for Project Managers
... building relationships that perform
Participant’s Notes:
______________________________ • So far we have talked about positive
currencies, but there are also
______________________________ common negative currencies. These
are the ones that people value
avoiding.
______________________________
• They are less desirable as a form of
______________________________ influence and can set off a chain of
events you don’t want so they need
______________________________ to be used with caution.
• Which of these “currencies” do you
______________________________ use in stakeholder management
situations?
______________________________
______________________________
______________________________
©2015 Holcim Technology Ltd
Influencing Skills for Project Managers
... building relationships that perform
©2015 Holcim Technology Ltd
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