Management by Influence
Individuals working in knowledge-based organizations often elect, or are asked, to take on challenges that require integration of contributions from diverse organizations, functions, regions, cultures and disciplines. In these instances authority is seldom granted sufficient to encompass the scope of the responsibility necessary to meet the challenge. In fact, in the view of Rufus E. Miles, “the responsibility of every manager exceeds his authority, and if he tries to increase his authority to equal his responsibilities, he is likely to diminish both”. In the absence of full authority, influence becomes a powerful means of accomplishing complex tasks in an environment of interconnected but autonomous individuals and organizations.
Merriam-Webster’s online dictionary defines influence as “the act or power of producing an effect without apparent exertion of force or direct exercise of command”. So, if a complex challenge is to be met, without the “exertion of force or direct exercise of command”, what is an effective approach? How can influence be practiced successfully? How can it replace direct action? Consider the following “model” as a possible guide.
A POSSIBLE MODEL FOR MANAGEMENT BY INFLUENCE
Develop Competency
Have full knowledge of the Business Processes and your role
Think “Strategically”
- Maintain a strong focus on the “Desired End State”, the “Desired End Result”; what‘s right for the organization, for the business
- Help create a “Vision” of what the organization, business or venture must become and achieve to survive and flourish
- Identify over-arching “Best-for-the-Business” objectives
Engage Essential Resources and Manage Conflict
- Identify specific expertise, capabilities and alliances that are necessary for success
- Link independent parties to over-arching ”Best-for-the-Business” objectives deriving from and leading to a mutually acceptable vision
- Redirect energy consumed by localized conflicts toward meeting the inherently non-conflictive objectives common to all parties
- Realize that people participate voluntarily, have a choice, but normally are motivated by making a significant contribution to the organization or mission
Act Cooperatively
- Work harmoniously and still get the job done
- Commit equally to constructive interpersonal relationships and business results; find ways to accomplish both
Drive for “Best-for-the-Business” Decision Making
- Act in the best interest of the business
- Accept that operating without full personal authority is necessary and normal
- Lead when the responsibility is yours; follow when it’s not
- Respect other people’s authority
- Find and support the appropriate decision maker by providing quality input and professional expertise
- Get the right decisions made by the right people to achieve the right result (including presenting justified decision cases ready for approval)
- Maintain total objectivity
Provide an Operational Plan
- Translate the vision and strategic objectives into actionable operational objectives
- Develop a comprehensive plan at the outset, necessarily qualitative in nature, that defines the set of “necessary and sufficient objectives” derived from, and leading to, the Desired End State; increase quantitative rigor as knowledge increases
- Establish success criteria that reflect risk, feasibility, strategic fit, market need, potential profitability, affordability and competitive advantage
- Prioritize efforts based on success criteria and redirect efforts to high priority initiatives
- Review progress on an ongoing basis and know when progress is being made toward goals; take remedial action if it’s not
- Seek input from, report status to and keep all appropriate parties engaged in the process of planning and implementation
F. Wyman Morgan, Ph.D.
President
Strategic Technology Resources
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