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       THE IDEAS INTO ACTION GUIDEBOOK SERIES

      This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL®) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared—in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather it is a community, with its members holding certain principles in common and working together to understand and generate practical responses to today’s leadership and organizational challenges.

      The purpose of the series is to provide managers with specific advice on how to complete a developmental task or solve a leadership challenge. In doing that, the series carries out CCL’s mission to advance the understanding, practice, and development of leadership for the benefit of society worldwide. We think you will find the Ideas Into Action Guidebooks an important addition to your leadership toolkit.

      Table of Contents

       Why Influence?

       Whom Do You Influence?

       Influence Tactics

       Which Influence Tactics Do You Use?

       How Situation Affects Influence

       Setting Your Goals

       Identifying Benefits and Challenges

       Developing Your Influence Session Script

       Conducting an Influence Session

       Reflecting on Your Influence Session

       Conclusion

       Suggested Readings

       Background

       Key Point Summary

       EXECUTIVE BRIEF

      Influence is an essential component of leadership. Your position in an organization and the power it gives you aren’t always enough to motivate people to do what you ask. You may negotiate with or persuade people to make short-term behavioral change, but to create sustained change, you will need to influence them, which includes negotiation, persuasion, and other methods. Developing your skill at using different influence tactics can help you achieve results when you use those tactics to get support from direct reports, peers, bosses, and even clients and vendors.

      The tactics of influence take many forms (see Table 1). After reading this guidebook, you will be familiar with different influence tactics that leaders use. You will also get a sense of the tactics you tend to use most often so that you can decide whether or not you could be more effective by using alternative approaches with different people or in different circumstances. Different combinations of tactics can be more or less effective for achieving change and increasing trust, while other combinations may bring short-term adjustments but damage long-term relationships. You will see how different organizational roles and different situations affect your use of influence tactics, and you will know what to do before, during, and after an encounter in which you try to influence another person. When you treat every attempt you make to influence as a learning experience, then you can continue to enhance your skill at using this crucial leadership capability.

      Why Influence?

      Influence is the power and the ability to personally affect others’ actions, decisions, opinions, or thinking. As such, influence is an essential

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