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SOFT POWER: INFLUENCING PEOPLE WITH INTEGRITY IN NETWORKS & MATRIX ORGS

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Keynote for senior managers of Novartis on how to influence people and strategies ethically and effectively in matrix organisations and networks / collaborations. Includes latest research from social psychology, neuroscience and behavioral economics. June 2011.

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SOFT POWER: INFLUENCING PEOPLE WITH INTEGRITY IN NETWORKS & MATRIX ORGS

  1. 1. SOFTPOWERINFLUENCING PEOPLE WITH INTEGRITY INNETWORKS & MATRIX ORGSNICK JANKEL, WECREATEBASELJUNE 2011
  2. 2. I HOPE THAT OUR WISDOM WILL GROWWITH OUR POWER, AND TEACH US, THATTHE LESS WE USE OUR POWER THEGREATER IT WILL BE.THOMAS JEFFERSON
  3. 3. 12 YEARSAGOAT A WARM & INVITING CAMPUS INREDMOND, WA
  4. 4. IF YOU WANT PEOPLE TOMOVE(OR CHANGE OR CHOOSE WHAT YOU WANT)YOU HAVE 3 OPTIONS
  5. 5. SET DOWNRULESAND PUNISH PEOPLE WHEN THEYTRANSGRESS
  6. 6. OFFERREWARDS
  7. 7. OR MOTIVATE THEM TORESPONDTO AN INSIGHT, IDEA, INVITATION ORINTENTIONAND WITHOUT AUTHORITY THIS IS THEONLY LEVER WE HAVE LEFT ANYWAY
  8. 8. WHICH MEANS INSTILLING IN YOURSELF &THEMRESPONSEABILITY
  9. 9. HUMANITYTHEREFORE INFLUENCE IS ABOUT BEINGMORE REAL, AUTHENTIC & EMPOWERINGTHAN EVER BEFORE
  10. 10. OPENSENSING & HONORING OTHERSINVESTING ENERGY & TIMESHARING YOURSELFMONITORING YOUR DESIRE TO CONTROLETC.
  11. 11. #1RECOGNISE THAT SOFT POWER DEMANDSMORE OF YOU ALL OF THE TIME
  12. 12. 7 YEARSAGOAT A LITTLE COMPANY CALLED TESCO
  13. 13. MATRIXORGS CAN BE MORE FRUSTRATING THANTHE SEQUELS TO THE MOVIE
  14. 14. CRACKBUT WITH THE MATRIX COMES THE SOUNDOF OLD FIEFDOMS & WORKING CULTURESCRUMBLING
  15. 15. NETSWORKOFTEN MORE POWERFULLY THANHIERARCHIES (ITS NO WONDER GM -INVENTOR OF LINE MANAGEMENT & THE KPI- STRUGGLES IN THE NETWORK)
  16. 16. PEERPOWER DISPLACES HIERARCHY TO BECOMETHE MOST IMPORTANT FORCE IN SOCIETYFROM THE OCCURRENCE OF OBESITY TOTHE ARAB SPRING
  17. 17. PROOFWHEN WE SEE OTHERS DOING SOMETHING -CALLED SOCIAL PROOF - WE WANT TO DOIT TOOUSED IN THE MIDDLE EAST TO REASSURECITIZENS THAT OTHERS WERE PROTESTING TOO
  18. 18. AGENDASIN NETWORKS OF PEERS THERE AREOFTEN HIDDEN AGENDA - SO KNOWINGWHO INFLUENCES WHO IN THE NETWORKIS KEY
  19. 19. GRAPHPLOTTING WHO THE MAJOR INFLUENCERSARE - AS WELL AS WHETHER THEY AREFRIEND OR FOE - CAN BE VITAL
  20. 20. ACCOMPLICES ALLIESAGREEMENT FENCE SITTERS ADVERSARIES OPPONENTS TRUSTSOURCE: THE EMPOWERED MANAGER
  21. 21. #2KNOW WHO IS WHY IN YOUR NETWORKACTIVELY BUILD YOUR STRONG & WEAKTIES
  22. 22. MOTIVESWE NEED TO KNOW THEM IN ORDER TO USETHE RIGHT LEVERS TO GAIN THEAGREEMENT OF OTHERS
  23. 23. SIGNALING & CAREER STATUS CONCERNS SIGNALING AND CAREER STATUS FUN & ENJOYMENT MONEY CONCERNS FUN AND ENJOYMENT REPUTATION EXTRINSIC MONEY REPUTATION AUTOMONY INTRINSIC MOTIVATIONS PROFESSIONALS MOTIVATIONS RECIPROCITY AND PERSONAL USER NEEDUSER NEED IDENITY PROFESSIONAL RECIPROCITY & PERSONAL AUTONOMY LEANING AND IDENTITY LEARNING SKILLS DEVELOPMENT INTELLECTUAL & SKILLS CHALLENGE INTELLECTUAL DEVELOPMENT CHALLENGE !SOURCE: IDEO
  24. 24. THE BIG 5FEARFAMEFORTUNEFRUSTRATIONFREEDOM (REALISATION, GROWTH ETC)
  25. 25. INSIDEINTRINSIC MOTIVATIONS APPEAR TO TRUMPOUR EXTRINSIC MOTIVATIONS
  26. 26. VALUESARE MORE IMPORTANT THAN THINGS OFVALUEINTRINSICALLY MOTIVATED BEHAVIOROFTEN DROPS OFF WHEN PEOPLE AREREWARDED WITH ‘THINGS’
  27. 27. FORGETCOARSE FINANCIAL INCENTIVES. TAP INTOTHE REAL REASON PEOPLE WANT TOCONTRIBUTE TO YOUR VISION
  28. 28. GROWTHIS THE KEY MOTIVE FOR COLLABORATIINGIN A NETWORKLEARNING, MASTERING, EXPLORING,EXPERIENCING, EXPANDING
  29. 29. TREATPEOPLE AS IF THEY HAVE ALREADY DONEWHAT YOU THINK IS BEST(PEOPLE WILL WANT TO ACT INCONGRUENCE WITH HOW THEY ARE SEEN)
  30. 30. #3GAUGE PEOPLE’S VALUESFULFILL THE INTERNAL BEFORE THEEXTERNAL
  31. 31. CHANGEHOW DO WE TAP INTO PEOPLE’SMOTIVATIONS & VALUES TO CREATECHANGE?
  32. 32. *INSIGHTCONSUMER DATA, TREND ANALYSIS,MARKET MAPS, SYSTEMS THINKING,APPRECIATIVE INQUIRY
  33. 33. EXPERTINSIGHTS PROVIDE AUTHORITY WHEN YOUDON’T HAVE AUTHORITY OF POSITION
  34. 34. SEDUCEINSIGHTS (& STRATEGY TOOLS) CAN WINOVER ANY LEFT-BRAINER
  35. 35. CONSENSUSINSIGHTS - WHEN DEVELOPEDCOLLECTIVELY - CAN GENERATE MUCHNEEDED AGREEMENT ON THE UNDERLYINGPROBLEM / QUESTION / REALITY
  36. 36. *INVITESTART A PILOT, CONVENE A MEETING OFMINDS, CREATE A WORKING GROUP ORFACEBOOK PAGE AND ENABLE PEOPLE TOGET INVOLVED
  37. 37. MATCHPEOPLE ARE MORE LIKELY TO DO THINGSFOR YOU ONCE YOU HAVE DONESOMETHING FOR THEMRECIPROCITY AN INSANCELY POWERFULFORCE
  38. 38. MIRRORWE WANT TO DO THINGS FOR PEOPLE WEFEEL ‘GET’ US
  39. 39. LOVE?IRRESPECTIVE OF WHETHER WE LIKE THEMOR NOT
  40. 40. *IMAGINEIDEASSTORIESVISIONS
  41. 41. STORIESWHAT IS POSSIBLE IF WE DO X?WHAT WE MIGHT LOSE IF WE DON’T DO Y?WHAT MISTAKES WE MADE DOING Z?WHAT IS THE CONTEXT OF OUR REQUEST?WHAT IS THE TEAM GREAT AT ALREADY?
  42. 42. MOONWHEN JFK GAVE HIS MOON SHOT SPEECH IN1961 WE DIDN’T HAVE THE METALS,PROPULSION POWER, COMPUTERS, NAVSYSTEMS OR ASTRONAUTS TO GET USTHERE
  43. 43. 8 YEARSLATER
  44. 44. EMOTEEMOTION IS CRITICAL FOR ALL DECISION-MAKINGNEUROSCIENCE SHOWS WHEN WE HAVE NOEMOTION, WE CAN’T DECIDE ANYTHING
  45. 45. PERFORMBODY LANGUAGE SAYS MORE THAN MANYWORDS
  46. 46. #4VITAL TO DEVELOP OUR CAPACITY TOWIELD INSIGHTS, INVITES & IMAGINATIONAND THEN EMBODY THEM
  47. 47. PRINCIPLEOF HOW WE ‘ORGANISE’ OURORGANISATIONS IS CHANGING RADICALLY
  48. 48. HIERARCHIES / NETWORKS BUREAUCRACIESTRIBES / MARKETS CLASS
  49. 49. TRIBE / CLASS HIERARCHY MARKET NETWORK REWARDS GAINED EMERGENCECENTRAL STRENGTH THROUGH RULES DICTATED BY THROUGH THROUGH CO- IDEA SOLIDARITY ELITES COMPETITION CREATION KEY IDEOLOGIES OF PROFIT MOTIVE OF RESPONSIBILITY OF KIN TIES OF GROUP FORCE SILOS INDIVIDUALS COMMUNITIES GROWTH & LOYALTY AND FEAR AND VESTED GREED & SELF- REALISATION OFMOTIVES GROUP WELLBEING INTEREST INTEREST COLLECTIVE POTENTIALTYPES OF COLLABORATOR / HERO AUTOCRAT TECHNOCRAT LEADER INFLUENCER
  50. 50. DESIGNFOR CO-CREATION
  51. 51. NUDGEPEOPLE TOWARDS SUCCESS WITH CRITERIA,CHECKLISTS, RESPONSIVE WORKFLOWS,SMART AGREEMENTS, MEETING DESIGN ETC
  52. 52. THUMBREPLACE RULES OF GOOD AND BAD WITHRULES OF THUMB (HEURISTICS)
  53. 53. DIVERSETEAMS MORE LIKELY TO CREATE BRILLIANCETHAN INDIVIDUAL GENIUSES
  54. 54. CULTURESOF COLLABORATION ARE GEARED FORINFLUENCING
  55. 55. #5IN NETWORKS, INDIVIDUALS CAN INFLUENCELARGE TEAMS TO GENERATE A CULTURE OFINNOVATION FROM THE BOTTOM-UP(WITHOUT MASSIVE INVESTMENT)
  56. 56. INSTANTIS GREAT IN COFFEE BUT UNREALISTIC INTHE DEVELOPMENT OF GREAT INFLUENCINGSKILLS
  57. 57. JOURNEYTOGETHER WITH PEERSSHARE SUCCESSESLAUGH ABOUT FAILURES
  58. 58. LIFELONGLEARNING
  59. 59. FAILUREDOES NOT EXIST
  60. 60. UNLESSYOU GIVE UP LEARNING HOW TO INFLUENCE
  61. 61. #6SETTLE IN FOR A LIFELONG JOURNEY TODEVELOP A SKILL THAT WILL PUT YOUSTEPS AHEAD OF OTHERS IN THENETWORKED ECONOMY
  62. 62. 1 MONTHAGOPITCHING A TV SHOW IN NEW YORK
  63. 63. SECRETSAUCEWHAT IS IT?
  64. 64. A CERTAIN...JENE SAIS QUOI
  65. 65. THE INFLUENCER’SPARADOXHUMILITY WITH HUGE AMBITIONMODESTY WITH MAGICLISTENING WITH LIONIZING
  66. 66. *INTENTIS EVERYTHING
  67. 67. MORALCOMPASS NEEDS CONSTANT TUNING
  68. 68. SERVEASK YOURSELF THESE...1) HOW CAN I BEST SERVE WHAT IS SEEKINGTO EMERGE?2) HOW CAN I GENERATE A CONTEXT THATCREATES THE BEST RESULT FOR...?
  69. 69. WHO?THAT IS THE QUESTION TO CONTEMPLATEONGOINGLYWHO DO WE WANT TO WIN?
  70. 70. WIN WINAND ABOVE ALL, WHAT IS THE WIN WINWIN THAT HAS THE ORG, OURSELF ANDSOCIETY WIN?
  71. 71. ALWAYSEXIST IF WILLING TO ABANDONASSUMPTIONS AND SEARCH FOR HIGHESTVALUES SHARED BY ALL
  72. 72. BELIEVEIF WE HAVE THE MORAL IMAGINATION THATSTEMS FROM THE RIGHT INTENT THENTHERE IS ALWAYS A WIN WIN WIN
  73. 73. #7LEVERAGING HONED INTENT IS THE KEY TOSOFT, STRONG & LONG LASTING POWER
  74. 74. ALL POWER IS A TRUST; WE AREACCOUNTABLE FOR ITS EXERCISE; THATFROM THE PEOPLE, AND FOR THE PEOPLEALL SPRINGS, AND ALL MUST EXISTDISRAELI
  75. 75. N.B.GREAT INFLUENCERS PLAY A KEY ROLE -PERHAPS SOON THE KEY ROLE - IN THEGROWTH OF ANY NETWORKED BUSINESS
  76. 76. CONNECTNICK@WECREATE.CC@MIND_MAVERICKWECREATE.CCULTIMATETRIP.TV

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