Developing and Exercising Strategic Influence
In this series of articles on Strategic Leadership, I have discussed strategic leadership in general and have also explored the nature of strategic thinking. I then moved on to a consideration of strategic acting – or execution. The next important aspect of Strategic Leadership that I will explore is that of Strategic Influencing – the formation and nurturing of strategic relationships over the long term.
The key to the success of the strategic leader is his ability to exert influence with a wide variety of people, over many of whom he has no authority. This influence may be around such things as:
The Strategic leader understands that without the ability to influence in all directions throughout the organisation, her long-term success in effecting strategic action will be limited. Real strategic leaders understand this long before they reach the top of the organisation. If you examine the career history of the most successful strategic leaders, you will find that they have cultivated rich, healthy networks in all parts of the organisation, as well as outside the organisation with key players. They understand that the key to real success is relationships – both professionally and personally.
You might find it interesting to explore your own strategic influencing skills by considering the answers to the following questions (perhaps rate yourself on a scale of 1 – 5). Bear in mind that in order to answer these questions honestly, you need to reflect on occasions when you have actually done what is described:
Having given some consideration to these questions, you might ask yourself the following questions:
There are two essential aspects of your personal trustworthiness that are central to your ability to build relationships that allow for strategic influence. The first is the extent to which you are absolutely clear about your passions, and the second relates to your credibility. As in all things, strategic influence starts with you. Your own passion is critical because without it how will you be able to infect others with passion? When you are clear about your passion, you know exactly what you are trying to achieve and have an infectious sense of excitement about it. You are also clear on your personal values – what is important to you about how people work together; how do you wish the business to succeed; what roles would you like to see people playing; etc.? Real passion for your work requires that you see a direct link between your work vision and your personal aspirations – there is something very powerful in it for you.
Your credibility depends on two important things: the first is your expertise – you are really good at what you do – and the second is your character and integrity. People with character and integrity are consistently seen to do the following:
It is useful to examines one’s own trustworthiness against the following questions that explore how one might compromise one’s integrity:
These are tough questions, but we must stare them in the face. Remember that we judge ourselves by our intentions, but we are judged by our actions. We may intend to be a certain way, but if that does not translate into visible action then, at best, we are talking a good talk – but what about the walk?
In the next article, I will explore the kinds of relationships that are built by those who are really effective in the area of strategic influence.
Recommended Reading:
“Becoming a Strategic Leader” by Richard L. Hughes and Katherine Colarelli Beatty (ISBN 0-7879-6867-6.
“The New Strategic Thinking” by Michael Robert (ISBN 0-07-146224-4)
“Execution: The Discipline of Getting Things Done” by Larry Bossidy & Ram Charan (ISBN 0609610570)
“Good Strategy, Bad Strategy” by Richard Rumelt (ISBN 978-1-84668-480-7
HBR 10 Must Reads: On Change Management
HBR 10 Must Reads: On Strategy
- Getting people aligned in terms of the long-term strategic direction of the business;
- Persuading people as to the wisdom of a particular strategic initiative so that there is real commitment as opposed to mere compliance (or even passive or active resistance);
- Being able to create a significant shift in the way resources are allocated or invested so that this allocation of resources is congruent with the strategic intent;
- Sharing information, insights, observations and opinions with more senior executives around issues relating to strategy formulation, execution/implementation of strategy or the ability of the organisation to respond to market or competitor moves.
The Strategic leader understands that without the ability to influence in all directions throughout the organisation, her long-term success in effecting strategic action will be limited. Real strategic leaders understand this long before they reach the top of the organisation. If you examine the career history of the most successful strategic leaders, you will find that they have cultivated rich, healthy networks in all parts of the organisation, as well as outside the organisation with key players. They understand that the key to real success is relationships – both professionally and personally.
You might find it interesting to explore your own strategic influencing skills by considering the answers to the following questions (perhaps rate yourself on a scale of 1 – 5). Bear in mind that in order to answer these questions honestly, you need to reflect on occasions when you have actually done what is described:
- How well do you understand your impact on other people and how that impact affects the quality of collective work?
- To what extent does your network consist of a rich variety of people who are outside your routine work?
- How accurate is your assessment of the political landscape in your organisation?
- How well have you been able to navigate the political terrain without negatively impacting on your credibility (without being regarded as a political animal)?
- To what extent have you been able to develop a compelling and inspiring vision?
- How well have you been able to engender enthusiasm and real commitment to a vision of the future in the hearts and minds of others?
- How well have you been able to find creative ways for people to discuss the undiscussables?
- To what extent do you explore the perspectives of other people in order to deepen your understanding of their point of view?
- How well do you read and understand the needs, styles and motivations of others?
- To what extent are you able to use that information to communicate with others in a way that is meaningful to them and that influences them?
Having given some consideration to these questions, you might ask yourself the following questions:
- Which of these need some attention?
- What has prevented you from being successful in these aspects in the past?
- Who could give you some feedback on how you might become more effective?
- What immediate action will you take?
There are two essential aspects of your personal trustworthiness that are central to your ability to build relationships that allow for strategic influence. The first is the extent to which you are absolutely clear about your passions, and the second relates to your credibility. As in all things, strategic influence starts with you. Your own passion is critical because without it how will you be able to infect others with passion? When you are clear about your passion, you know exactly what you are trying to achieve and have an infectious sense of excitement about it. You are also clear on your personal values – what is important to you about how people work together; how do you wish the business to succeed; what roles would you like to see people playing; etc.? Real passion for your work requires that you see a direct link between your work vision and your personal aspirations – there is something very powerful in it for you.
Your credibility depends on two important things: the first is your expertise – you are really good at what you do – and the second is your character and integrity. People with character and integrity are consistently seen to do the following:
- Put the collective good ahead of personal gain
- Be truthful, whether the news is good or bad
- Fulfill their commitments
- Step up to the plate and accept responsibility
- Respect and develop other people
- Celebrate the successes of other people
- Confront unjustness
- Forgive others readily
- Put themselves out for other people
It is useful to examines one’s own trustworthiness against the following questions that explore how one might compromise one’s integrity:
- To what extent might other people see you as a bit puffed up and arrogant?
- To what extent are you seen as serving your own interests ahead of the greater good?
- To what extent are you seen to shade the truth when it suits you?
- To what extent might others have doubts about your dependability in meeting commitments and complying with agreed processes?
- To what extent might your actions be perceived as unfair?
- To what extent might others see you to shift the blame in order to avoid personal responsibility for problems or mistakes?
- To what extent have your behaviours indicated a lack of respect for others?
- To what extent might you be seen to be envious of other people’s successes?
- To what extent is development of others seen as low down on your list of priorities?
- To what extent are you seen as unwilling to stick your neck out on matters of principle?
- To what extent are you seen as holding grudges and finding ways to get even?
- To what extent are you regarded as someone who would not put him-/herself out for others?
These are tough questions, but we must stare them in the face. Remember that we judge ourselves by our intentions, but we are judged by our actions. We may intend to be a certain way, but if that does not translate into visible action then, at best, we are talking a good talk – but what about the walk?
In the next article, I will explore the kinds of relationships that are built by those who are really effective in the area of strategic influence.
Recommended Reading:
“Becoming a Strategic Leader” by Richard L. Hughes and Katherine Colarelli Beatty (ISBN 0-7879-6867-6.
“The New Strategic Thinking” by Michael Robert (ISBN 0-07-146224-4)
“Execution: The Discipline of Getting Things Done” by Larry Bossidy & Ram Charan (ISBN 0609610570)
“Good Strategy, Bad Strategy” by Richard Rumelt (ISBN 978-1-84668-480-7
HBR 10 Must Reads: On Change Management
HBR 10 Must Reads: On Strategy
