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INFLUENCER

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INFLUENCER Powered By Docstoc
					INFLUENCER
 The Power to Change Anything

                   Presented by
     Jean Crawford, President, crawfordconnect
Adam B. Kahan, VP, Advancement, Ryerson University
Issues at work – Nothing changes around here!

Issues at home – I can’t get my kid to clean-up
his room!

Issues in my community – There is a problem
how can I help make changes!
University of Windsor


    Influence starts here
The Influential Fundraiser
Using the Psychology of Persuasion
 Authors: Bernard Ross & Clare Segal
Canadian Business Magazine
     June 15, 2009 Issue
―People tend to be better copers than influencers. In
fact, we’re wonderful at inventing ways to cope‖

                       Patterson, Grenny et al.
In order to improve – what people
             must do!
 PRINCIPLE # 1
 •   Search for strategies that focus on specific
     behaviours

 PRINCIPLE # 2
 •   Discover a few vital behaviours

 PRINCIPLE # 3
 •   Don’t confuse outcomes with behaviours
        How to Get People to Change
               Their Minds

•   People choose behaviours based on what they
    think will happen to them

•   People choose to enact vital behaviours on 2
    essential expectations
    •   Is it worth it? (if not, why waste the effort?)
    •   Can they do this thing? (if not, why try?)
                Verbal Persuasion

•   Most common tool to change others expectations
      •   When it comes to resistant problems, it rarely works


•   The Great Persuader
      • Personal experience
      • Create vicarious experiences
      • Become a good story teller
            • Tell the whole story
            • Provide hope
The Six Sources of Influence
                  Motivation              Ability

 Personal
                      1                      2
              Make the Undesirable   Surpass your Limits
                   Desirable

  Social
                      3                      4
                 Harness Peer          Find Strength in
                   Pressure               Numbers
 Structural
                      5                      6
              Design Rewards and        Change the
                     Demand             Environment
                  Accountability
          Personal Motivation
       Make the Undesirable Desirable

•   How can you get people to do things they
    currently find loathsome, boring, insulting, or
    painful?

•   The most basic source of motivation – intrinsic
    satisfaction
        Personal Motivation
Create New Experiences
•   Get people to try it
•   Make it a game


Create New Motive
•   Connect to a person’s sense of self
•   Engage in moral thinking
•   Spotlight human consequences
       Personal Motivation

Win Hearts by Honoring Choice
•   Surrender control connect to the power of a
    committed heart
•   Link into people’s view of who they want to
    be
           Personal Ability
            Surpass your Limits

•   We often underestimate the need to learn and
    actually practice the behaviour
•   Perfect practice makes perfect
•   Deliberate practice requires complete
    attention
•   Give clear and frequent feedback against a
    known standard
           Personal Ability
             Surpass your Limits

Break mastery into mini goals
•   Set specific goals
•   Goals to improve behaviours or processes
    rather than outcomes
•   Provide short-term, specific, easy and low-
    stakes goals that specify the exact steps a
    person should take
              Social Motivation
               Harness Peer Pressure
The Power
•   Ensure that people feel praised
    •   Emotionally supported
    •   Encouraged by those around them
    •   Every time they enact a vital behaviour
•   Discourage or socially sanction unhealthy
    behaviours
            Social Motivation
             Harness Peer Pressure
The Power of the Right One
•   Spend lots of time with formal leaders to ensure
    they are using their social influence
Enlist Opinion Leaders
•   Are early adopters of innovation
•   Smarter than average – open to new ideas
•   Socially connected and respected
            Social Motivation
             Harness Peer Pressure

Become an Opinion Leader
•   Viewed as knowledgeable about the issues
•   Viewed as trustworthy and have other people’s
    best interest in mind
•   Generous with their time
            Social Motivation
             Harness Peer Pressure

The Power of Everyone – Public Discoveries
•   Make the un-discussable discussable – code of
    silence sustains unhealthy behaviour
•   Must have open dialogue about proposed
    changes before it can be safely embraced by
    everyone
            Social Motivation
             Harness Peer Pressure

Create a Village
•   Create space where formal and informal leaders
    relentlessly encourage vital behaviours and
    skillfully confront negative behaviours
                Social Ability
           Find Strength in Numbers

Enlist the Power of Social Capital
•   The profound enabling power of an essential
    network of relationships
•   People at all intellectual levels-often perform
    better than one individual
•   When facing change, turbulent or novel times-
    multiple heads can be better than one
        Structural Motivation
        Design Rewards and Demand
                Accountability

Extrinsic Rewards
First 3 steps
   1) Vital behaviours connect to intrinsic
      satisfaction
   2) Line up social support
   3) Rewards are the last resort
           Structural Motivation
           Design Rewards and Demand
                  Accountability
Use Incentives Wisely
•   Ensure extrinsic rewards linked to vital
    behaviours are
       Immediate
       Gratifying
       Clearly correlated
•   Small heartfelt tokens of appreciation
•   Less is more
         Structural Motivation
         Design Rewards and Demand
                Accountability

•   Reward small improvements in behaviour along
    the way
•   Reward vital behaviours alone – not outcomes
•   If you reward the actual steps people follow,
    results tale care of themselves
             Structural Ability
            Change the Environment
•   The world of buildings, space, sound, sight
•   Turn laser like attention off people and take a
    closer look at their physical world
•   Frequency and quality of human interaction is
    largely a function of physical distance
•   Propinquity – is physical proximity
            Structural Ability
            Change the Environment

•   Savvy leaders rely on use of physical space as
    means of enhancing interaction – don’t just tell
    people to collaborate, they move employees next
    to one another
•   Making use of things to enable behaviour works
    best when you can alter the physical world in a
    way that eliminates human choice
            Structural Ability
            Change the Environment

Mind the Data Stream

•   Importance of an accurate data stream
•   Strategies focus on vital behaviours by serving
    up visible, timely and accurate information that
    supports their goals
           Become an Influencer
•   Stop tinkering with problems
    •   Learn how to build a comprehensive influence
        strategy


•   Start with vital behaviours
    •   Research
    •   Use proven recommendations


•   Add a source
    •   Behind each vital behaviour – 6 distinct sources of
        influence
           Become an Influencer

•   Diagnose before prescribing
    •   1 size does not fit all


•   Add more sources
    •   The world is perfectly organized to create the results
        you’re currently experiencing
           Become an Influencer
•   Draw on all six sources of influence
    • People seek simplistic solutions
    • Cafeteria menu chosen doesn’t work
    • One source doesn’t work – try more sources


•   Stack the deck for success
    •   One disabler lies behind any persistent problem


•   Make change inevitable
    •   Great influencers look at all six sources of influence
        and continue adding new influences after others have
        stopped
    The Advancement Stakeholder Group
          The Target of Influence

• Prospective Students
• Current Students
• Alumni
• Prospective Faculty and Staff
• Faculty and Staff
• Past Faculty and Staff
• Government
• Volunteers
• Donors
• Prospects
• Business Community
• Social Service Agencies
• Media
Lets go back to the basic approach to being an Influencer and
apply some of the foci for our Advancement Stakeholder
groups.

                           Motivation               Ability
         Personal
                               1                      2
                       Make the Undesirable   Surpass your Limits
                            Desirable
          Social
                               3                      4
                          Harness Peer          Find Strength in
                            Pressure               Numbers
         Structural
                               5                      6
                       Design Rewards and        Change the
                              Demand             Environment
                            Accountability
                  Focus on Staff
Personal Motivation and Ability
   •   Create the appropriate behaviours
   •   Planning
   •   Evaluation
   •   Implementation
   •   Review
Ability
   •   Reaching higher
   •   Reviewing through objectives and coaching
   •   Improvement not through lectures but practice
       deliberate practice
   •   Break skills into learnable parts
   •   Connect newly acquired skills to self recognition
                         Staff
Social Motivation
  •   Tap into social network – the Team
Social Ability
  •   Train in teams – mutual support and refinement
Structural Motivation
  •   Connect the behaviours to the system of goals,
      objectives and performance evaluation
Structural Ability
  •   The environment constantly reinforces the key
      behaviours
  •   Not only posted mission statements but also posted
      lists of desired behaviours
                          Staff
     Fundraising Staff and Influencing Behaviour

•   Focus on Moves Management
•   Critical Behaviours – Model successful behaviours –
    those who plan and execute consistent, constructive
    contact
•   Personal Motivation –why practicing the behaviours will
    bring personal satisfaction – calls bring satisfaction
•   Personal Ability – drawing out the models of success –
    showing how each can achieve – overcoming nerves and
    fear of rejection
•   Consequences – lack of calls and contacts must have
    consequences
                             Staff
Social Motivation
   •   Who does the best- how and why do they
   •   Model that and practice
   •   Harness peer pressure – all succeed or all don’t

Social Ability
   •   Enlist the help of the successful models to work in the team
       with all to show – it can and has been done
Structural Motivation
   •   How do you incent and reward those who move their
       moves forward
Structural Ability
   •   Reinforcement – weekly review and comparison
Using the Influencer approach to change the moves
management of development professionals.



                        Aim


Increase donations to Ryerson through increasing the
number of interactions (moves) with potential donors at
all stages of their relationship with Ryerson.
           Vital Behaviours
The most significant vital behaviour is increasing and
balancing the number of moves that development
professionals make across the five major stages in the
relationship between potential donors and the
institution. Contacts are classified as one of the
following:
              • Discovery

             •   Cultivation
             •   Solicitation
             •   Negotiation
             •   Stewardship
        How to Change Minds
The moves report is discussed at bi-weekly meetings. The
report serves several purposes:

•   Forms the agenda for the meetings, as recent moves are
    the subject of discussion.
•   Brings focus to the key behaviour that will contribute to
    success.
•   Serves as a project management tool to track and plan
    activities for the development professional.
•   Allows for the creation of pipeline reports to track
    potential donations against organization goals.
•   Allows development professionals to compare their
    performance with their peers, creating a friendly
    competition.
         Current Behaviour
           Why Does Change Seem Impossible?

Before the moves report was implemented, senior
development professionals kept a list of 100 prospects
that they were responsible for managing.

Interactions were recorded in the fundraising
database, but there was no specific tracking of moves
by individual moves manager.

It was easy to be vague about recent activity.
        Personal Motivation
Team members now have a method to compare their
activities with each other, and are held accountable for
their specific actions on a timely basis. They also have
a superior method to manage their work.

When the going gets tough, do you or others think
carefully about how the vital behaviour would help
with long-term goals and align with moral values?

By focusing on numbers and types of moves, the
emphasis is moved from dollar value of gifts to
interaction. In difficult financial times it is important
to track effort, and work on gifts at all levels.
           Personal Ability
Development staff are trained and were already
carrying out the correct activities.

Do you or others have the self-control to engage in the
vital behavior when it’s hardest to do so?

By comparing themselves to their peers staff can keep
going when the going gets tough.
          Social Motivation
Are the people around you or others actively
encouraging the right behavior or discouraging the
wrong behaviour?

The change has been positively received and staff are
actively sharing their successes with each other.

Are you or others modeling the right behaviors in an
effective way?
The report is integrated into the ongoing operation of
the unit.
           Social Ability
• Doyou or others provide the help, information,
 and resources required, particularly at critical
 times?
 The Executive Director provides ongoing coaching.


• Doyou or others hold people accountable for
 behaving in the right way?
 The Executive Director gives regular feedback.
       Structural Motivation
•   Are there clear and meaningful rewards (such as with
    pay, bonuses, or gifts) when you or others behave the
    right way?
•   Moves goals are established in annual goals and part
    of overall compensation is based on achieving goals.
•   Are short-term rewards in alignment with the desired
    long-term results and behaviours you or others want?
    Short term rewards are in alignment.
           Structural Ability
• Arethere aspects in the environment that make the vital
 behaviour convenient, easy, and safe?

• Thehome page of the fundraising system for each staff
 member includes a link to the report, as well as ticklers
 and plans. Each staff member is reminded of the need for
 moves each day by using their normal workspace.

• Arethere enough cues and reminders to help you or
 others stay on course?

   will be important to sustain the emphasis on the moves
• It
 report, which will be easier to do when fundraising results
 are tracked against moves as more data becomes available.
All of the things that make a senior manager
successful in a nonprofit—being able to manage
through influence; being able to work with a
variety of disparate stakeholders; managing
with minimal resources; and the ability to work
in a consensus-driven environment.

                     Bridgespan Knowledge Letter
                                       May 2009
        To be an Influencer


You can change your behaviours and change the
behaviours of others for positive outcomes.

				
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