How to Influence Your Peers - cpareport.comPOLL 26 What would you do? 1. Skip it –too risky for...
Transcript of How to Influence Your Peers - cpareport.comPOLL 26 What would you do? 1. Skip it –too risky for...
INFLUENCE
YOUR PEERS
ACTION THROUGH IMPACT
CPA LEADERSHIP FORUM
CHAD COOK
KATHERINE BURIK
1
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POLL
2
Have you ever had a
work situation
involving people that
prevented you from
getting something
done?
1. Yes, sure.
2. Nope, everything always run
smoothly in my firm.
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“We can do this the hard way or the easy way”
HOW DO YOU GET THINGS DONE?
3
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INFLUENCE
To have an impact on a person, thing or course of events
Getting something done through others
Action
4
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IS THIS INFLUENCING?
5
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A great way to get something done with and through other people
6
DOESN’T HAVE TO BE A BAD THING
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WHAT IF?
7
Boss tells you
to do
something?
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WHAT IF?
Co-worker
tells you to do
something?
8
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If not based on power, then must be some other reason
9
DO IT IF IT MAKES SENSE TO YOU
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NOTE TO SELF:
10
You are most influencial when you:
• Observe what is going on around you
• Consider your options
• And elect to act in a manner that benefits everyone
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SCENARIO 1
INADVERTENTLY SEE A
PROBLEM IN ANOTHER
CLIENT’S FILE, NOT UNDER
YOUR CONTROL
11
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POLL
12
What would you do? 1. Ignore the problem.
2. Get lots of facts then barge
into the partner’s office with
the solution
3. Enlist the support of others
4. Appeal to something
important to the partner
5. Talk to the other person
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Hot spot? Behavioral style? Other person’s values? Level of risk?
13
WHAT TO CONSIDER?
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Influence others to
win/win
Minimize risk
Achieve mutual
benefit
GET THINGS DONE THROUGH
PEOPLE
14
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PRINCIPLE
15
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INFLUENCE
“Influence”
grows when
“Power”
declines and
“Convince”
increases
16
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YOUR APPROACH DETERMINES
THE OUTCOME
17
Lose
Win
Bonanza!!Choose your
approach
wisely
Adversarial
Positional
Collaborate
Partner
YOUR BEHAVIOR MAKES
THE DIFFERENCE
18
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NOTE TO SELF:
19
Your behavior determines the
outcome.
You can choose to be sneaky or co l laborat ive .
I t i s up to you!
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WHAT SHOULD TOM DO?
Adversarial
Positional
Collaborate
Partner
20
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WHAT SHOULD TOM DO?
Adversarial
Positional
Collaborate
Partner
21
Ignore
problem?
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WHAT SHOULD TOM DO?
Adversarial
Positional
Collaborate
Partner
22
Get lots of
facts?
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WHAT SHOULD TOM DO?
Adversarial
Positional
Collaborate
Partner
23
Appeal to
something
important to
other person?
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WHAT SHOULD TOM DO?
Adversarial
Positional
Collaborate
Partner
24
Enlist support
of others?
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SCENARIO 2
HOW TO GET RESOURCES
OR FUNDING FOR A NEW
PROJECT IF YOU DO NOT
CONTROL THE RESOURCES
OR FUNDING
25
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POLL
26
What would you do? 1. Skip it – too risky for
someone so young
2. Just do it. What is the worst
that could happen?
3. Barge into partner’s office
with this great idea.
Depending on his reaction, it
could be a short trip
4. Figure out some way to
convince partner it is a good
idea. I wonder how to do that?
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CONSIDER THE IMPACT OF
THE APPROACH
Adversarial
Enemies
Yesterday
Plot attack
Attack ideas and each other
Hunt or punish
LOSE-LOSE
Positional Collaborate Partner
27
Skip it Or Go behind partner’s back – sneaky
LOSE - LOSE
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Adversarial
Enemies
Yesterday
Plot attack
Attack ideas and each other
Hunt or punish
LOSE-LOSS
Positional
Opponents
Today
Prepare own ideas
Advocate for own ideas
Get what you want at other person’s expense
WIN-LOSE
Collaborate Partner
28
Go in strongPartner likes the idea but dislikes the approachGoes along with idea but a black mark for style
WIN-LOSE
CONSIDER THE IMPACT OF
THE APPROACH
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CONSIDER THE IMPACT OF
THE APPROACH
Adversarial
Enemies
Yesterday
Plot attack
Attack ideas and each other
Hunt or punish
LOSE-LOSS
Positional
Opponents
Today
Prepare own ideas
Advocate for own ideas
Get what you want at other person’s expense
WIN-LOSE
Collaborate
Colleagues
Tomorrow
Include others’ perspectives
Explore others’ ideas
Meet your needs and also satisfy others
WIN-WIN
Partner
29
Explain advantagesAppeal to interests and styleListen for other ideas and incorporateRe-frame package and approach
WIN-WIN
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CONSIDER THE IMPACT OF
THE APPROACH
Adversarial
Enemies
Yesterday
Plot attack
Attack ideas and each other
Hunt or punish
LOSE-LOSS
Positional
Opponents
Today
Prepare own ideas
Advocate for own ideas
Get what you want at other person’s expense
WIN-LOSE
Collaborate
Colleagues
Tomorrow
Include others’ perspectives
Explore others’ ideas
Meet your needs and also satisfy others
WIN-WIN
Partner
Partners
Long term future
Prepare together
Develop common goals
Ensure needs of partner are met
WIN
30
Takes 2 to work togetherAll results from “collaborate” plus expanded buy-in for punch
Implement so idea becomes part of long term business strategy
BONANZA WIN!
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THE APPROACH DETERMINES
THE OUTCOME
Adversarial
Enemies
Yesterday
Plot attack
Attack ideas and each other
Hunt or punish
LOSE-LOSS
Positional
Opponents
Today
Prepare own ideas
Advocate for own ideas
Get what you want at other person’s expense
WIN-LOSE
Collaborate
Colleagues
Tomorrow
Include others’ perspectives
Explore others’ ideas
Meet your needs and also satisfy others
WIN-WIN
Partnership
Partners
Long term future
Prepare together
Develop common goals
Ensure needs of partner are met
WIN
Move to the RIGHT
31
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NOTE TO SELF:
32
The way you approach the situation makes all the difference.
Work towards partnership with your colleagues to get the outcome you desire.
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SCENARIO 3
CONVINCE SOMEONE TO GO
ALONG WITH A CHANGE
THAT INFRINGES ON
HIS/HER TURF
33
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POLL
34
What would you do?
1. Directly task other team member
to help out. Colleague is furious.
2. Go to boss and get resources
assigned without checking with
colleague. Colleague is furious.
3. Make a deal with colleague in
advance to supply extra
resources for crunch time. Both
go to boss to explain decision.
4. Arrange with colleague to have
teams work together on big
projects. Pool resources to work
on both clients together.
5. None of these options seem good
to me.
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LET’S UNPACK THIS
OPTIONS
1. Directly task other team member
to help out. Colleague is furious.
2. Go to boss and get resources
assigned without checking with
colleague. Colleague is furious.
3. Make a deal with colleague in
advance to supply extra resources
for crunch time. Both go to boss to
explain decision.
4. Arrange with colleague to have
teams work together on big
projects. Pool resources to work
on both clients together.
IMPACT OF CHOICE
1. Adversarial approach
(lose-lose)
2. Positional approach (win-
lose)
3. Collaborate approach
(win-win)
4. Partnering approach
(BONANZA)
35
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NOTE TO SELF:
36
To understand “Influence” have to understand how actions make people feel.
Do you repel people or compel people to work with you?
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ADVERSARIAL OR
POSITIONAL?
Go behind colleague’s
back
How will it make
colleague feel??
How would you feel??
Someone gets in
trouble
37
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COLLABORATE OR
PARTNER?
Confer
Balance resources
Go to boss with solution
to two problems and two
happy clients
38
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HOW TO APPROACH
ANOTHER PERSON?
THE BIG QUESTION:
39
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REMEMBER
“FOUR”
ELEMENTS
40
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Plan
Structure and
present clearly
Know what is
important
How to
communicate to
other person
FRAMING
41
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KNOWLEDGE IS
CRITICAL
Get good
information in
advance
Relate to others and
to context
Keep it simple
42
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NOTE TO SELF:
43
I can frame a discussion by:
• Planning what to say ahead of time
• Linking my conversation to context that is important to the other person
• Appealing to something important to the listener
• Listening for reaction
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Re-examine and
change your
view with new
information
OPENNESS
44
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Keep an open mind
Encourage
response
Consider new
information
Don’t be defensive
CHALLENGE YOUR THINKING
45
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Are you sure?
At least listen!
I AM NOT DEFENSIVE!
46
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NOTE TO SELF:
47
My proposal will be stronger and more appealing when I:
• Question my own ideas
• Listen to others
• Consider other opinions
• Am not defensive
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Find out what is
really important
to others
UNDERSTANDING
48
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Deal with the other person’s reality
GIVES YOU DATA YOU CAN USE
49
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No short cuts
Saves time in long run
IT TAKES TIME
50
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REALLY LISTEN
51
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NOTE TO SELF:
52
When I want to really understand the other person I:
• Listen patiently and non-defensively
• Check for understanding
• Repeat what I’ve heard to make sure I really understand
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Over time,
meeting each
other’s needs in
ways that are
valued
RECIPROCITY
53
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Balance builds cooperation
GIVE SO YOU CAN GET
54
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What kinds of
exchanges are
possible?
How can you
put it into
action NOW?
THINK CREATIVELY
55
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NOTE TO SELF:
56
Think of ways to incorporate the other person’s ideas into the
ultimate solution.
Give the other person credit. It was a joint
effort. Make sure everyone know.
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LET’S CONSIDER SOME SITUATIONS
57
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SCENARIO 4
HOW TO DEAL WITH
SOMEONE NOT
PULLING THEIR OWN
WEIGHT
58
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WHAT SHOULD DAN DO?
Adversarial
Positional
Collaborate
Partner
59
Gossip and get
mad?
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WHAT SHOULD DAN DO?
Adversarial
Positional
Collaborate
Partner
60
Complain to
boss?
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WHAT SHOULD DAN DO?
Adversarial
Positional
Collaborate
Partner
61
Talk directly to
Sue to
understand what
is going on?
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WHAT SHOULD DAN DO?
Adversarial
Positional
Collaborate
Partner
62
Can we get to
the BONANZA?
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NOTE TO SELF:
63
Don’t assume.
You stand a good chance of be ing
wrong.
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THINK “FOUR”
64
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Consider environment to ask question
65
SET THE STAGE
THEN FRAME QUESTION
66
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Hey Sue…
BE OPEN TO WHAT SUE
HAS TO SAY
67
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I have a big problem at
home…
IS THERE A SOLUTION?
68
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I just want to help…
RECIPROCATE TO
INFLUENCE CHANGE
69
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There is one thing you can
do…
NOTE TO SELF:
70
Use the techniques in any order needed
to get the act ion you seek .
The model i s not l inear .
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What does this
have to do with
influencing?
71
HUH?
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SCENARIO 5
GET BACKING AND
SUPPORT FROM YOUR
BOSS
72
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POLL
73
What would you do? 1. Just go ahead and do it
2. Present the completed
program at the next partners
meeting and see what
happens
3. Talk to the managing partner
in advance to get his support
4. Enlist the support of other
partners prior to the partners
meeting
5. None of these
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WHAT SHOULD TONY DO?
Adversarial
Positional
Collaborate
Partner
74
Just go ahead
and do it?
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WHAT SHOULD TONY DO?
Adversarial
Positional
Collaborate
Partner
75
Present
program at
next meeting
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WHAT SHOULD TONY DO?
Adversarial
Positional
Collaborate
Partner
76
Talk to
managing
partner in
advance?
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WHAT SHOULD TONY DO?
Adversarial
Positional
Collaborate
Partner
77
Enlist the
support of other
partners prior to
the partners
meeting?
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78
HOW TO DO THIS?
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Framing
Openness
Understanding
Reciprocity
79
HOW TO DO THIS?
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USE THE “FOUR” TO
INFLUENCE RESULTS:
Share what you are trying to
accomplish
80
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81
HOW TO DO THIS?
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Hey Joe…
82
HOW TO DO THIS?
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Hey Joe…
(State the problem)
83
HOW TO DO THIS?
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Hey Joe…
(Identify the cost)
84
HOW TO DO THIS?
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Hey Joe…
(Share info you collected)
85
HOW TO DO THIS?
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Hey Joe…
(Share your idea)
86
HOW TO DO THIS?
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Hey Joe…
(What does he think?)
POLL
87
What could happen?
1. Joe could disagree
2. Joe could agree
3. Joe could have a great
way to make the idea
stronger
4. None of these
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NOTE TO SELF:
88
Break down barr iers to
res i stance with information
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USE THE “FOUR” TO
INFLUENCE RESULTS:
Share what you are trying to
accomplish
Be open to other ideas that might
make the result stronger
89
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90
BE OPEN TO NEW IDEAS
Tony, what if…
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91
HOW TO DO THIS?
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That’s a great idea! Can you
expand on…
USE THE “FOUR” TO
INFLUENCE RESULTS:
Share what you are trying to
accomplish
Be open to other ideas that might
make the result stronger
Understand what is important to
others
92
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93
UNDERSTAND OTHER
PERSPECTIVES
Have you ever
considered…
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USE THE “FOUR” TO
INFLUENCE RESULTS:
Share what you are trying to
accomplish
Be open to other ideas that might
make the result stronger
Understand what is important to
others
Look for ways to meet others’ needs
94
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95
NOTE TO SELF:
96
We are al l
stronger when
we col laborate
over solutions
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97
LET’S SUMMARIZE
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Getting
something done
through and
with people
98
INFLUENCING IS…
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Collaborative solutions
Vision
Time
Listening
FOUR
99
INFLUENCING REQUIRES…
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TRY FOUR ON YOUR SITUATION
100
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SHARE YOUR SITUATION
10
1
What situation are you
dealing with today that
can be helped through
influencing?
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WHY?
____________________
____________________
____________________
____________________
102
WHO TO APPROACH?
____________________
____________________
____________________
____________________
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FOUR ELEMENTS YOUR PLAN?
____________________
____________________
____________________
____________________
Framing:
Openness:
Understanding:
Reciprocity:
103
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• Rate your preparation
• Did you relate your ideas to other person’s needs?
• Did you link your ideas to business strategies?
Framing
HOW DID YOU DO? 104
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Framing
• Did you remain open minded?
• Did you encourage other person to improve on your ideas?
• Did you consider new information?
• Did you avoid debate and defensiveness?
Openness
HOW DID YOU DO? 105
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Framing
Openness
• Did you probe behind views and feelings?
• Did you give the person a chance to talk?
• Did you really listen?
• Did you check to be sure you understood correctly?
Understanding
HOW DID YOU DO? 106
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Framing
Openness
Understanding
• Did you indicate intent for mutually beneficial solution?
• Did you encourage creative exchanges?
• Did you demonstrate commitment to other person’s needs?
• Did you give the other person credit for ideas and contributions?
Reciprocity
HOW DID YOU DO? 107
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Define success as partnership
Influence to a WIN-WIN result!
DID YOU MOVE TO THE RIGHT?
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Adversarial
Positional
Collaborate
Partner
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How will you
incorporate influence
into your regular work
life?
109
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Katherine Burik, Partner, The Interview Doctor, Inc.®
www.InterviewDoc.com 330-495-2337
Chad Cook, Chief Catalyst, Cook Consulting Group, LLC
www.cookconsulting.biz FIX PHONE #
110
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QUESTIONS?
Katherine Burik, Partner, The Interview Doctor, Inc.®
www.InterviewDoc.com 330-495-2337
Chad Cook, Chief Catalyst, Cook Consulting Group, LLC
www.cookconsulting.biz 330-329-3137
111
© Cook Consulting LLC 2013 The Interview Doctor, Inc. 2013 All Rights Reserved www.cookconsulting.biz 330-329-3137
INFLUENCE
YOUR PEERS
ACTION THROUGH IMPACT
CONNECT WITH US ON LINKEDIN!
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