Heart of Influence

This tool is a companion to "Heart of Influence"

Author: Jürgen Oschadleus
Publisher: Act Knowledge Pty Ltd
Date: July 2004
ISBN: 0 9752228 0 5

For more information: http://www.actknow.com

Heart of Influence contains a brief overview of the principles of

influence. The remainder of the book is divided into three parts. Part I
provides the foundation of influence, character and credibility.

Part II covers the principles of effective communication, in which the

content is aligned with the non-verbal message and style of delivery.
This section also details the importance of listening as a tool of
influence.

The final part considers the techniques for communicating with

influence in specific influencing situations. The notes provided here
are for analysing the situation and developing an influencing strategy.

The questions provided in this spreadsheet should be answered in

conjunction with the reference material provided in the book.
 HEART OF INFLUENCE 1. Objective

1. What is your objective?

1 Objective:
(what do you wish to accomplish through your influence activity?)

2 Issue Description

3 Describe the influence environment.

4 What are your personal objectives?

o recognition
o getting the job done
o other

© 2004 ActKnowledge
http://www.actknow.com
 HEART OF INFLUENCE 2. Influence Network

2. Whom do I need to influence?

1 List the key groups affected by or interested in this issue

o senior management o analysts o public opinion
o colleagues o shareholders o family
o direct reports o customers o friends
o other employees o suppliers o
o o o

2 For each group, list the subgroups to which members might also belong
List the names of key decision-makers and opinion leaders in each group and subgroup

identity group organisational unit power coalition

(occupation, origins, gender, race, (common training/ experience,
Group school, etc) shared tasks/supervision, etc)
(common interests in particular area)

subgroup opinion leaders subgroup opinion leaders subgroup opinion leaders

snr mgt

© 2004 ActKnowledge
http://www.actknow.com
 HEART OF INFLUENCE 2. Influence Network

2. Whom do I need to influence?

3 Draw the influence map for the names identified in Q2 (note: Q3, 4 and 5 are iterative)

use the thickness of the line to indicate the strength of relationship between people

4 Indicate on the map (Q3) whether each person is a Supporter, Opponent or Persuadable
use symbols or colours to differentiate them

5 Plot each person's importance to the issue and influence over it

10
importance

1 10
influence

6 List the key stakeholders and stakeholder groups whom you will target to be influenced
These names become the foundation for the next step. Refer to Q4: Stakeholder Interests

© 2004 ActKnowledge
http://www.actknow.com
 HEART OF INFLUENCE 3. SCM

3. How do I communicate with this person? Name:

Position/Role: Date created:

Last update:
1 Profile (if known):
Myers-Briggs: DiSC Other:__________________

2 Background
Assertiveness o Aggressive o Submissive o Assertive
Talk/Listen Ratio: ____/____

What is my relationship with this person?

List this person's power base(s) - this may be context-specific

o legitimate/hierarchy
o positional

o reward

o coercive (punish)

o expert/knowledge
o referent

o emotional

o network

o other: _________

What makes this person feel important?

3 Metaprograms
Information Processing Style (internal representation)
o Visual o Auditory o Kinaesthetic o Auditory digital
Key words and phrases:

Metaprograms (Habits & Motivators)

Action o proactive vs o reactive
Direction o toward desired outcome vs o away from negative outcome
Source o approval of self/internal vs o approval of others/external
Conduct o options vs o rules and procedures
Response o matcher vs o mismatcher
Scope o details vs o big picture
Cognitive style o creative vs o analytical
Confirmation
- sensory o see o hear o experience

© 2004 ActKnowledge
http://www.actknow.com
 HEART OF INFLUENCE 3. SCM

3. How do I communicate with this person? Name:

- pattern o once o multiple

Hot buttons

Favourable words, issues and interests Unfavourable words, issues and interests

4 Influence Style and Currency

Style o People o Task o Analytical

Preferred influence currencies

o Support the vision o Enhance reputation o Create excellence o Ensure belonging
o Apply ethics o Provide visibility o Release resources o Vote acceptance
o Offer assistance o Give backing o Publicly support o Show gratitude
o Respond quickly o Spread esteem o Share information o Demonstrate understanding
o Award recognition o Provide contacts o Offer comfort
o Other:

You may wish to note examples of when this style was used successfully by or on this person

5 Connections
Which are the key groups/subgroups to which this person belongs? (refer to Q2.2)
Group Subgroup(s) Comments
o
o
o
o
o
o

Who are stakeholder's opinion-shapers? (refer to Q2.3)

Who are the gatekeepers that control access to this person?

Name Relationship Comments

© 2004 ActKnowledge
http://www.actknow.com
 HEART OF INFLUENCE 4. Interests

4. What are this person's perceived interests and alternatives? Name:

Issue:

1 On a scale of 1 (low) to 10 (high), how:

- important is this person's opinion on this issue?
- much influence does s/he have in shaping opinions/making decisions on this issue?
You can use these values when completing Q2.4

2 What is this person's attitude to the issue?

o Supporter o Opponent o Persuadable
Please indicate the strength of the feeling:

Is the support or opposition likely to be:

o Vocal or o Covert?
o Active or o Passive?

What forms might any opposition take?

3 What specifically is s/he supporting or opposing?

4 What are his/her perceived interests in this issue?

5 Complete the following force field analysis for this person

Driving Forces ð ï Restraining Forces
S
T
A
S

Q
Ways to strengthen(weaken) these U Ways to strengthen(weaken) these
O

6 What alternatives might this person consider as being feasible?

How does this person perceive his/her alternatives?

© 2004 ActKnowledge
http://www.actknow.com
 HEART OF INFLUENCE 5. Strategies & Tactics

5. How can I change his/her perceptions of the alternatives? Name:

Issue:

1 Which strategies are appropriate to use with this person? Comments

o Alter Incentives
o Frame Decisions
o Invoke the Common Good
o Link to Core Values
o Heighten Concerns About Loss or Risk
o Rejection and Retreat
o Narrow/Broaden the Focus
o Enlarge the Pie
o Neutralise Toxic Issues
o Innoculate Against Challenges
o Providing a Selling Script
o Use Social Influence
o Leverage small commitments into large
o Draw on the power of reciprocity
o Change behaviour to change attitude
o Sequence through relationship networks
o Quid Pro Quo Negotiations

2 Which tactics are best suited for this person? Comments

x Ongoing dialogue
o Small group meeting
o Formal presentation
o Informal meeting
o Telling
o Selling
o Reader
o Listener

© 2004 ActKnowledge
http://www.actknow.com