Leaders in Organizations

Unit 5: Influence without Authority

Welcome to the unit on Influence without Authority. This unit discusses how to influence others without being in positions of authority. In this unit, you will have the opportunity learn about the concept of "currency", or things that have value to ourselves and others. This unit also refers back to the concept of the Emotional Bank Account from Stephen Covey’s Seven Habits of Highly Effective People, introduced in Unit 2. You will be introduced in this unit to the Influence Model. This model was created by Allen R. Cohen and David L. Bradford and is described in their book, Influence without Authority. The influence model is a roadmap for increasing our influence, no matter what our position is in an organization.

Learning Objectives

Upon completion of this unit, you will be able to:

  1. Compare and contrast personal and positional sources of power;
  2. Define reciprocity and currency and give examples of each;
  3. Explain how currency exchange leads to influence in multiple examples; and
  4. Consider how to apply the influence model to achieve a desired objective.
Practice

We encourage you to have a paper journal and pen with you to complete written activities and self-reflection assignments. Alternatively, you may find it useful to use Microsoft Word to complete written activities and self-reflection assignments.

Learning Activities

  • Video: Welcome (1 min)

    Welcome to the unit on Influence without Authority. First, you will hear from Ann Downer (USA), as she introduces you to the unit topic.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Video: Keeping Promises (2 min)

    Let’s watch a short video called Keeping Promises with Peter Kazembe (Malawi). In this video, Dr. Kazembe talks about developing respect over time.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Video: Influence without Authority Model (10 min)

    To begin, influence is about give and take. Watch the following short video, narrated by Ann Downer (USA), as she introduces you to an influence model by Allen Cohen and David Bradford from their book, Influence without Authority.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Video: Give and Take (1 min)

    Next, let’s look in more detail at the influence model. Watch the following short video narrated by Ann Downer (USA), where she explains what "give and take" means and its place in the influence model.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Video: Exchange Concept (1 min)

    The second concept from the Cohen and Bradford Model is the idea of exchange. Watch the following short video, narrated by Ann Downer (USA).

    Instructions: Tap the video to play.

    Credit: University of Washington

    After you watch the video, in your journal, take some time to self-reflect on the following question:

    • Can you think of a time when you had to compromise and experience give and take to achieve certain results?
  • Video: Exchange (2 min)

    After watching the short video on the concept of exchange with Ann Downer, watch another video from the Everyday Leadership series called Exchange by P. Amudha (India). In this video, Ms. Amudha shares a personal story about a time when she experienced give and take and how the concept of exchange allowed for a win/win outcome.

    Instructions: Tap the video to play.

    Credit: University of Washington

    After you watch the video, in your journal, take some time to self-reflect on the following question:

    • Can you think of a time when you had to compromise and experience give and take to achieve certain results?
  • Video: Currency (5 min)

    The third concept we will talk about in more detail from the influence model is the idea of currency. Watch the following short video, narrated by Ann Downer (USA), as Dr. Downer shares with you the different types of currency that we use when trying to influence others.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Video: Space (5 min)

    The final concept from the influence model we will discuss is the idea of space. Watch the following short video, narrated by Ann Downer (USA), where Ann shares her thoughts on the space you occupy in an organization or in a relationship with another person.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Video: Inflence without Authority Model Revisited (3 min)

    Next, watch a short video, narrated by Ann Downer (USA), where she recaps the concepts we’ve covered in talking about the influence model.

    Instructions: Tap the video to play.

    Credit: University of Washington
  • Reading: The Influence Model (2 hours)

    For more information about the Influence Model, read an article by Allen Cohen and David Bradford called The Influence Model—using reciprocity and exchange to get what you need.

    This article dives deeper into the Cohen-Bradford Influence Model, which offers a practical process of reciprocity and exchange—trading what you have that the other person desires in exchange for what you need to accomplish workplace and personal goals. The authors also discuss some common currencies of exchange in organizational life and how to use them effectively.

    Click here to open a PDF version of the reading. This PDF will open in a new screen. Click here to open a PDF version of the reading. This PDF will open in a new screen.

    Source: Cohen & David L. Bradford. (2005). "The Influence Model—using reciprocity and exchange to get what you need." Journal of Organizational Excellence. DOI: 10.1002/joe.20080

  • Video: Rocking the Boat Quietly (20 min)

    You have learned a lot about the Influence model from Ann Downer and from the reading by authors Cohen and Bradford. Now, watch a video from the Everyday Leadership series called Rocking the Boat Quietly with Girija Vaidyanathan (India).

    Instructions: Tap the video to play.

    Credit: University of Washington

    After you watch the video, in your journal, write your response to the following question, then tap the Compare Answer button to reveal additional information.

    What do you see in this profile of Ms. Vaidyanathan that illustrates the ideas we have discussed in this module?

    Think back to Unit 2, how does this example and the idea of currency relate to the Covey principle of the Emotional Bank Account?

    What concepts from Cohen and Bradford’s Influence Model do you see illustrated in the examples given by Ms. Vaidyanathan?

    1.What do you see in this profile of Ms. Vaidyanathan that illustrates the ideas we have discussed in this module?

    Compare Answer

    2.Think back to Unit 2, how does this example and the idea of currency relate to the Covey principle of the Emotional Bank Account?

    Compare Answer

    3.What concepts from Cohen and Bradford’s Influence Model do you see illustrated in the examples given by Ms. Vaidyanathan?

    Compare Answer
  • Case Study: Influence without Authority (30 min)

    Instructions: Think about the information that was shared with you on Influence without Authority and complete a short case study. Read the case scenario below, then respond to five questions about the case scenario. Please have your journal available to write your responses to the essay questions.

    Case Study: You are an Army Captain in charge of a Logistics Unit that has 25 personnel assigned to your unit. You have at your disposal several thousand field rations called Meals Ready to Eat (MREs) and 20 personnel are available.

    There has been a severe drought in the northern part of the country. The National Disaster Agency (NDA) has created a disaster relief plan to help drought victims, and the NDA is the lead organization in charge of the operation. You are to provide logistics and coordinate relief efforts of your military unit with the (NDA) and a Non-Government Organization (NGO) called Allied Help Service. You have promised the organizations that the MREs will be ready for delivery upon request, and supply personnel will assist with distribution.

    You have worked with these organizations in the past and are familiar with their operations. You also know that they can be disorganized and very slow when it comes to decision making.

    You have just come from a meeting with the senior leaders of the organizations, and there was a heated discussion concerning the timing of the relief efforts. Some of the organizations’ senior staff have large egos and can be very difficult to work with under pressure. At the meeting, you regretfully criticized the organizations for not being organized, and you inadvertently communicated that you wanted to maintain complete control. Now, word has spread that you want to take control of the operation; because of this, you are hesitant to meet with them.

    The media is closely covering the relief efforts, making this a high profile event. Any mistakes made could end up on the national media.

    You will need to rely on the NDA or the NGO to supply you with intelligence on the situation at the distribution site.The situation at the site can very easily get out of control, so you are concerned about the safety of your team. You are debating whether you should request an armed security detail for the site.

    1.What are the issues in this scenario?

    Tap all that apply, then tap the Feedback button to reveal the correct answers and read additional information.

    2.What did you promise in this scenario?

    Tap the correct answer, then tap the Feedback button to reveal the correct answers and read additional information.

    3.According to the Cohen-Bradford Influence Model, which of the following are likely considered “currency” by the Captain?

    Tap all that apply, then tap the Feedback button to reveal the correct answers and read additional information.

    4. True or False: According to Covey’s Emotional Bank Account concept, if you don’t immediately address the miscommunication that you want to take over the operation, you may be taking a withdrawal in your relationship with stakeholders.

    Tap the correct answer, then tap the Feedback button to reveal the correct answer and read additional information.

    Feedback

    5.What are the consequences of having an armed security detail at the meals distribution site?

    Write a response in your journal, then tap the Compare Answer button to read feedback.

    Compare Answer

    Take some time to debrief this case study. Tap the Debrief button to read a short summary and important messages from this case study.

    Debrief
  • Reading: 8 Ways to Influence Without Authority (20 min)

    We covered a lot of information in this unit on Influence without Authority. Let’s start to connect the pieces together. The following article 8 Ways to Influence without Authority originally appeared on a blog called Coaching for Leaders.

    Instructions: Read the tips that the author shares and how he thinks you can hold someone accountable, even when they don’t report to you. Use your journal to write down notes.

    I get this question almost weekly: “How can I hold someone accountable that doesn’t report to me?” Even if you can’t dictate compliance, you can get enthusiastic cooperation. Here’s eight ways you can—and why it’s better than mere compliance.

    1. Stop wishing for control: If you think being someone’s manager will make things easier, think again. Take someone to lunch who manages people and ask them what it’s like to be able to tell people what to do. When they stop laughing, they’ll probably tell you it’s even harder in management.
    2. Move beyond compliance: Sure, managers can get compliance, but effective managers bark orders as a last resort. Think back to the best manager you’ve had…it’s doubtful they were in your face much. Rather, they probably created an environment where you wanted to take action. That should be your goal.
    3. Care: If all you know about the other party is what they can do for you, you’re missing the foundation of influence. We’re all human—and most of us give attention to those who show interest. Find out something they enjoy unrelated to work and ask about it. Demonstrate that you care—and mean it.
    4. Offer to help: Almost every good team I know relies on influence over authority. Start by spending one extra hour a week helping out others with a deadline. Do it for a while—and demonstrate that you’re a team player. People will help if you’ve helped them.
    5. Set expectations: Just because you aren’t the manager doesn’t mean that you can’t make agreements. Approach people before it’s a crisis. Tell them what you need and what it will take. Be realistic on commitments (nobody likes a bait-and-switch). Ask how you can make it easier. Try to make it beneficial for them too.
    6. Thank people in public: When someone takes time to help, thank them. Maybe mention it at the next staff meeting—or thank them in an email and copy their manager/team. Virtually nobody takes the time to do this genuinely, so people notice.
    7. Be real: I’ve had times in my career when I’ve approached a colleague and said, “I need your help. It’s going to take time, will bore you to tears, will never help your career, and you’ll get absolutely nothing except my thanks. Interested?” They usually laugh, and we figure it out. People like honesty—and humor.
    8. Swim with champions: Yeah, I know there’s that one person who won’t help you even if you did all of the above. Engage them when you have to, but invest real time with people who also care and want to grow their careers, too. You’ll raise each other up.

    You’ll be most successful when you start with just one of these instead of all eight. This week, I’m focusing on #3 when people call. Which one will you tackle and where will you start?

    Source: Coaching for Leaders Blog, January 23, 2013 by Dave Stachowiak.

    http://coachingforleaders.com/author/dave-stachowiak/
  • Self Reflection: Influence without Authority (15 min)

    Take some time to reflect on the information we have covered so far in this unit. Write responses in your journal to the following questions. These questions do not have a right or wrong answer. They are an opportunity for you to reflect on, and possibly apply some of the concepts to your professional work. After you have responded to the questions, tap the Compare Answer button to reveal additional information.

    1. What spaces have you occupied in different roles in your life (top, middle, and bottom)? Now?
    2. What currencies for you were associated with those different roles or spaces?
    3. What makes it difficult to influence important decisions, issues, people, and situations?
    Compare answer
  • Optional: Group Discussion (15 min)

    If you are taking this course with a partner or in a group setting, have a conversation about your leadership and management experience by discussing the following question:

    Describe a situation at work where you felt frustrated and powerless to effect change. Knowing what you know now about currency and influence:

    • What might you have done to improve this situation?
  • Self-Reflection: Learning Action Plan (15 min)

    Putting your learning into action is essential to knowledge transfer, applying the knowledge you gained in this unit, and retaining that information in the future.

    Take a moment to reflect on what you’ve learned in this unit. After reflecting, in your journal, write:

    • Four things you learned in the unit.
    • Three things you will implement:
      • Today;
      • Six months from now; and
      • One year from now.
    • Two things that changed your perspective.
    • One thing you will ask for more help with.
  • Reading Conclusion (5 min)

    After completing this module on Influence without Authority, you should now have a better understanding and awareness of how you can have influence even without being in a position of authority. To recap what was covered in this unit, you reviewed concepts such as “currency” in the framework or context of the Influence Model by Cohen and Bradford. The model is about planning, being organized and intentional in your actions, and thinking about what has value for others. Remember, you have more influence than you may think!