Influencers do 3 things better than others. First, they are clear about the results they want to achieve and how they will measure them. Second, they focus on a small number of vital behaviors that will help them achieve those results. Third, they determine change by amassing key impacts of influence that both motivate and enable the vital behaviors they are in search of. The process of Influencers focuses on helping people change a small number of high-leverage behaviors during crucial moments, resulting in a more productive career.
Influence Leadership doesn’t come by accident. It comes through careful diagnosis, patient testing, and eventual success with all three keys to influence I just shared. Calling out and creating process that leads to accomplishment are never easy to live out but are required to build out success.
Here are a couple vital engagement opportunities that will assist you in getting people committed to process that will provide them gain personally and professionally.
First, influence them with personal motivation. Influencers help people change how they feel about vital behaviors by connecting them with human consequences both through direct experience and through potent illustrations. Process application keeps people accountability to their behavior.
Second, help them do what they can’t, in other words influence their personal ability. New behavior requires new skills. Over invest in helping people learn how to master skills and emotions.
Third, provide encouragement. Harness the power of leadership influence by encouraging vital behavior change. Encouragement should be the result of a change that is seen in a specific vital behavior growth area. Resist encouragement that is not pointed to a specific watermark.
Fourth, provide assistance. People need more than just encouragement; they often need help in order to change how they act during crucial moments.
Fifth, change their economy. I would encourage you to make a part of your early adaptation of process to modestly and intelligently reward early successes. Punish only when necessary. Be sure to not use incentives too quickly. I am reminded of a friend of mine who in his early selling years won a television in a company contest. Still 15 years after taking home the prize, there in his home was that 700 lb. entertainment box. Believe me when I tell you this guy’s career over that 15 years had soared to such great heights that he had rewarded himself and family with a beautiful home, cars, custom made suits, and diamonds for his wife in abundance. Yet that TV sat in the middle of his mansion. One day while spending time with him, I asked, “With all your success, why is that goofy TV still so prominent in this beautiful home? It is out of place.” His response I will never forget. “Reggie” he said, “winning that TV at that time in my life proved to me that if I put my mind to anything I can achieve more than I would have ever imagined. He continued, “Occasionally when I am down and out about business, that big TV is a reminder to me that if I did it once, surely I can do it again.” Folks, that’s what incentives should do.
If you as the leader make process rewarding and process points them to early and often success, people will buy in with great anticipation to what the future holds for them both personally and professionally.
Remember, influence leadership regarding process development must start with you, and furthermore has to be presented in a way for your organization to get a glimpse of how process works to and for their advantage.
Don’t just call for change, create it. Lead the way for others to follow! Reward the diligent; lead from the front and watch the fall out of greatness your company will experience.