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Influencer QA

How to Influence the Influencers

Dear Crucial Skills,

It’s my job to influence the people in our company to improve quality—both of incoming raw material and of our outgoing products—and it’s hard.

We’ve got all the “head” stuff right—technical expertise and good quality tools—but we don’t have the heart. And to make it even more difficult, the people I need to influence don’t report to me and are too busy meeting other goals. So I can’t get them to commit to our quality goals—or worse, they commit with their mouths but then don’t deliver. Please help!

Signed,
Sick of Sigma

Dear Sick,

This is a classic influence problem. And most companies never see it that way.

During the 80s, my partners and I worked with many of the storied U.S. manufacturers who lost their way because of poor quality. We saw stark differences in those who developed a true culture of quality and those who simply went through the motions. Much of that experience informed our writing of Influencer: The Power to Change Anything. Our hope in writing that book was to help leaders become conscious of the fact that leadership is skillful influence. It is the fundamental work of leaders to influence the behavior of people in an organization (it is not the role of HR, the quality department, the ethics department, etc.). And sadly, far too few leaders 1) realize this is their job or 2) have the skill to do so.

So congratulations on the fact that you don’t suffer from problem #1! However, it sounds as though your organization may have a chronic case of problem #2.

Few leaders have an articulated and systematic way of thinking about the insightful question you raise—how do I influence the behavior of a handful, a few hundred, or many thousands of people?

So let me frame your challenge in this way: your job is to influence the influencers. Your job is not, as you said above, to influence the people in your company. You can assist leaders in doing this, but attempting to do it yourself will only lead to frustration and failure.

Here are some suggestions for influencing the influencers:

Help leaders make a connection. Most leaders don’t care about influencing behavior because they don’t see its relevance to results. We’ve worked with some pretty cynical leaders over the years who dismiss influence work as “soft stuff,” but that attitude changes the instant they come to see a connection between behavior and the results they are sworn to achieve.

Too often, those of us who try to influence these influencers make vague arguments about empowerment, teamwork, trust and so forth that require leaders to make a leap of faith in some philosophical argument in order to engage in leading change. That leap isn’t necessary when they can see how concrete, specific, and measurable behaviors are the root of their frustrations.

For example, in one large manufacturing area we found an executive who was a little more accessible than others and we asked him to join us in interviews with the five departments in his factory that consistently produced the highest quality output as well as five average teams. We conducted hour-long focus groups in each of these teams to elicit the behaviors the team thought were helping or not helping.

At the conclusion, it was clear to this executive that one of the most damaging behaviors in the mediocre teams (and even more so in the poor performing teams) was a lack of peer accountability. He heard story after story of peers witnessing others shipping poor quality goods or skipping quality processes without so much as raising a finger, let alone a concern, and left a zealot about changing this behavior. Once he saw the connection between concrete “vital behaviors” and his critical results, he was spurred into action.

Focus on results. Your job is to help leaders see the connection between behavior and results. If you do this right, your senior leaders will begin to realize you have “mutual purpose.” They’ll see you aren’t just nagging them about quality, but that your interest is in improving results overall. Never let yourself get pigeonholed into a smaller agenda than that of the larger enterprise or you’ll lose influence with those you most need to engage. Always present your proposals in a way that demonstrates how your entire motivation aligns with that of your senior leadership team.

Influence with data. So let’s say you’re trying to involve some more accessible leaders in exploring the relationship between behavior and results—and they aren’t biting. You’re framing everything you present in terms of enterprise interests—and it’s still not working. You don’t have the formal authority to compel anyone to pay attention to your objectives. What can you do?

The best strategy you can use is to influence with data. Leaders’ mental agenda is set by the “data stream” they live within. The kinds of reports, measures, and indices served up to them regularly determine what they think about. That’s why leaders appear to have different “values” than frontline workers. Those on the front line accuse leaders of only caring about the bottom line, while those at the top can sneer at the frontline workers who don’t see the “big picture.” This predictable conflict doesn’t happen because DNA is different at the top than at the bottom. The problem isn’t one of IQ or values. It’s one of data. Senior leaders receive a steady stream of enterprise level data. Those on the front line are influenced by data about product, schedules, rework, or other in-the-trenches concerns. So if you want to change someone’s mental agenda, change the mix of data they receive.

One of the best examples of influencing without authority I’ve seen was led by Donald Hopkins—a brilliant but humble MD who wanted to get the attention of heads of state in twenty countries in order to eradicate Guinea worm disease. Most of these leaders didn’t care a whit about the Guinea worm because it was a rural disease. These leaders saw, thought, and cared most about urban issues—where the bulk of their populations lived. So Hopkins had to get their attention. He started by developing a nationwide measure of Guinea worm infections. When it appeared to be one villager here and another there, the scale was hidden. But when the president of Nigeria, for example, saw that there were 3.5 million infections each year in his country. He began to sit up. Then when he saw that his country was doing worse at addressing this than neighboring countries, he began to lean forward. From there, Hopkins was able to suggest ways he could influence change and remove this awful scourge.

I hope some of these ideas are useful as your work to influence your influencers. Your role is crucial in your organization—and influence is your primary skill set!

Best wishes,
Joseph

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Joseph Grenny

Joseph Grenny is a New York Times bestselling author, keynote speaker, and leading social scientist for business performance. For thirty years, Joseph has delivered engaging keynotes at major conferences including the HSM World Business Forum at Radio City Music Hall. Joseph’s work has been translated into twenty-eight languages, is available in thirty-six countries, and has generated results for three hundred of the Fortune 500. read more

6 thoughts on “How to Influence the Influencers”

  1. This IS the right article provided at the right time. I have a meeting later today in which I need to discuss these same issues and I was struggling with how to present my concerns and solutions to a person of influence. Thank you for the suggestions.

  2. I work on a process improvement team in a manufacturing company and we have the same problem. Gathering the data to present to fire-fighting managers is the hard part. It’s also a challenge to get down to the fundamental interests that drive their work. I recently presented some ideas to our HR department that I thought were very well aligned but they still didn’t seem ready because of how busy they are. Does this mean that I haven’t really figured out what they want?

  3. I think that’s worth considering, Tyler. Unfortunately in many organizations “fire-fighting managers” and HR departments have interests that aren’t perfectly aligned with the overall enterprise. So you can present data showing what the “right thing” is to do for the enterprise, and get a yawn. People will be intellectually interested – kind of like we are in solving world hunger — but they have more immediate concerns that you have to encompass in your data to be persuasive with them. Listen well and try to empathize with them – try to understand what they fall asleep worrying about – then you can see if there is a way of including their more local issues in the larger case you’re trying to make. Good luck!

  4. I think Joseph’s comments are right on and have an additional idea you may want to consider. We had a similar situation here where management rolled their eyes when the quality guys came around and sighed, “ok, lets get this over with so we can get back to work”. They are now so enthusiastically engaged that we recently won a “Streght” due to the strong Executive Management involvement during our latest ISO recertification audit. The 180 degree shift was achieved by linking the Executives hard efforts to achieve business success to being one and the same with ISO efforts. I got permission from the Corporate Quality Management System ISO leaders to change the name from QMS to Business Management Systems and then proceded to help the execs make their existing BMS tools more efficient. The biggest change however came from importing a techcnique called “Wisdom Councils” (Google it) and adapting the technique to our organization. Using this “facilitated” technique, the executives themselves zeroed in on the biggest issues facing the organization and so ended up choosing their own Quality Audit topics. Our ISO certification auditors are also enthusiastic about the Wisdom Council approach to audits because it is such an effective method to get to the heart of what really matters to the success of the organization. The fact that the Executives love it also is icing on the cake. Another bit of icing was the approval to change the old Quality terminology into business terminology so we are now allowed to call Audit findings, “Top Priority”, “High Priority” and “Opportunities for Improvement” vs. the old “Major Nonconformance”, “Minor Nonconformance”, and “Observations”

    Because the Executive staff cares very much about organizational success, they are absollute champions of “BMS” (QMS in drag) and can’t get enough of it.

  5. This article is right on target. I’ve been transitioning my team to think this way. There are a few useful methods that have enabled me to do so with continuing success. One is the use of a Scorecard. The scorecard allows me to focus on what kind of of behaviors I am trying to influence and put them in terms of measureable targets. The scorecard will cascade from company strategic goals, therefore draws a line from the top to whichever level you want to take it.
    Metrics. Defining the right metrics for your team efforts and to reflect back to other colleagues about the progress of their fulfillment. Kirkpatrick 4 levels works from results to behaviors. This method is designed for learning departments so it also dives into learning goals and participant reaction to training.
    Last thing is take an extra step like Daren Hardy said, “Don’t just think it, Ink it!” put agreements in writing. document communication decisions. This was a lesson I learned while working through the CMMi Level 5 process. Technology makes it easy to document now. it can be email agreement, microblogging, virtual approval workflow, or a paper signature.
    Good Stuff.

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