You may not have the title of CEO or COO, but you are carrying out directives from your leadership team on everything from moving offices to branding campaigns revealing a new organizational logo. You're also constantly working with stakeholders to deliver those communications to managers, employees, customers, the media and the public.
That means you must influence those message gatekeepers on an almost daily basis, and persuade fellow communicators (and others) to contribute content and support messaging campaigns even if they don't report to you. Without a title that reads, "I'm your boss," it can be difficult to gain influence with your colleagues.
Joe Friedman has more than 25 years of teaching business professionals how to sharpen their skills as an influencer in their organization. Join your peers on May 20 in Chicago for this can't-miss opportunity to tap into his expertise.
Quick test: Could you benefit from improved influence skills? Do you:
- Have to get internal stakeholders to cooperate or contribute?
- Work on cross-functional projects with people who don't report to you?
- Require budget approvals?
- Have to manage up?
If you answered, "yes" to any of the above, this one-day workshop is crucial to succeeding in your role. You'll learn how to:
- Create an influencing plan for one or two real work situations
- Be more persuasive in both one-off situations and as a long-term strategy
- Build influence in the moment and over time by generating "currency" with others (one-to-one or one-to-group)
- Recognize the need to stretch outside your comfort zone to gain influence with others
- Change your behaviors and encourage others to change theirs in order to improve collaboration
Register today and build the influencing skills you need to earn the esteem of your peers and supervisors.
Joe Friedman is an affiliate consultant with Ragan Consulting Group. He has more than 30 years of sales, sales management and training/consulting experience. Friedman started his career teaching at the business school at Northeastern Illinois University. Although he specialized in teaching sales and marketing courses, Friedman also taught classes in management, finance and personnel.
In 1981, Friedman joined the First National Bank of Chicago on the retail side. Although his first job was developing employee participative management programs, Friedman learned a lot about selling in the retail banking environment. After a two-year tenure doing sales and presentation skills training as part of corporate training, Friedman returned to retail to help in the development of a sales culture.
Defining influence and persuasion
Influence is frequently considered a long-term strategy, and persuasion a short-term tactic. We'll define both, assess the difference between the two and study why it is that we prefer influence, but in practice use persuasion more. We'll answer the question: "Which is preferable, more powerful and more effective?"
In this section you'll:
- Learn why influence happens by plan, not by chance
- Recognize that both influence and persuasion can be short-term and long-term strategies
- Pick one or two real work situations where you want more influence (This will be the start of building your plan in the Learning Log referenced below)
The psychology of persuasion
We start our study of persuasion by looking at it from the classical perspective—that it's a short-term strategy. Then we'll examine how we can extend the impact of persuasion and make it more long-term.
In this section, you'll:
- Take part in a role-playing exercise that will unveil the secret to being more persuasive in the short term
- Recognize why the way we persuade is only half effective and understand how you can increase your persuasive capacity easily
- Learn how to get long-term commitment to your plans from others
- Discover the sequence of steps you must follow to be persuasive—and why it's necessary
- Build short-term and long-term persuasion strategies into your Learning Log
The psychology of influence
We'll begin by following the classical perspective of influence as a long-term strategy. We'll define the key components necessary to "build currency" with others, and then we'll ask how we can speed up the rate by which we build influence with others.
In this section you'll:
- Take part in five large and small group exercises to define and then explore the relationship between credibility, rapport and networking
- Recognize that although many tools are common sense, some call for you to stretch outside your comfort zone
- Take part in six small and large group exercises to brainstorm options for using six different influence tools that can influence others "in the moment"
- Build long-term and short-term influencing strategies into your Learning Log
Top takeaways of the day and additional tips on meeting management
We don't all process information the same way, make decisions the same way or even process our assignments the same way. We'll finish up the session by recapping tips to help you influence others, and introduce some additional food for thought to manage your meetings better.
Mars Wrigley Global Headquarters
1132 West Blackhawk Street
Chicago, IL 60642
WHO SHOULD ATTEND?
If you work in:
Internal communications • Employee engagement • Corporate communications • HR communications • Intranets • Culture