The SMS Influence Track

The most efficient way to build effective influence as a core competency
in any organization is to follow a clearly outlined influence track. The track supports reinforcement and new learning at each level, giving participants the tools and knowledge they need to build their influence capability throughout their career.

Figure 1. The SMS Influence Track

1. The POSITIVE POWER AND INFLUENCE® Program (PPI)

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Participants start their influence journey by building their core influence skills. At this level the participants learn to achieve objectives while strengthening relationships using the Situational Influence Model. PPI helps participants maximize their impact by developing the Style flexibility they need to influence effectively across a wide range of situations. Work is accomplished in less time and participants promote commitment and ownership. In addition, technical people and/or those with no formal authority become more effective in influencing others and opening the lines of communication.

Participants:

• Learn an influence model for analyzing face-to-face situations.
• Assess which Styles they use, misuse, or avoid.
• Refine present skills, and develop alternative Styles.
• Design an action plan for using the new learning on the job.

2. Creating Results (CR)

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Now that participants have the Situational Influence Model to work from, the Styles need to be reinforced and new learnings generated. CR reinforces the Styles and teaches participants a new way of looking at them in terms of developing rapport and building agreement when Influencing Others. In addition, participants develop their Organizational “Street Smarts” by identifying and assessing goals, sources of power, and stakeholder strategies. They learn a process to map the organization for talent, priorities, structures and processes. They also explore Leading Yourself, which helps them focus on how their own thought patterns and beliefs affect their behavior.

Participants:

• Build organizational savvy to better understand what makes their organization “tick.”
• Establish stronger partnerships and build bridges between functional experts and management.
• Increase support for projects with stakeholders at all levels.
• Communicate in ways to create and implement successful ideas and actions.

3. Influencing Change (IC)

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Now proficient at using influence skills, participants at this level need to be innovative in implementing ideas and change across the organization. Successful idea championing requires skill at leading and managing change. Organizational “Street Smarts” is revisited and participants use them to strategize how to better champion ideas and implement change initiatives. Participants explore ways of developing visions for ideas and learn how to effectively communicate them. They learn to assess and enhance the appeal of their ideas.

Participants:

• Raise significantly the probability that good ideas and change initiatives are effectively championed.
• Identify key stakeholders and resources, and deal with resistance.
• Choose the appropriate influence strategies, and sharpen their ability to use them.
• Define major action steps that are key to success.