Chief Strategist Coaching Circles Works with organizations looking to perform at a higher level and reach for an ever-expanding set of challenging and valuable goals.
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Becoming a Good Listener by Matthew McKay, Ph.D.
AUDIOBOOK: Listening is half, and arguably the most important half, of communicating. $8.95
The Economist Magazine
MAGAZINE: "The best way and quickest way to stay on top of world news." ~ Janice, CEO Coaching Circles
The Art of Influencing Up by Marshall Goldsmith
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"Great wisdom not applied to action and behavior is meaningless data." —Peter Drucker
Knowledge workers are people who know more about what they are doing than their boss does. My guess is that you, like most of my readers, are a knowledge worker. Many knowledge workers (especially those with technical backgrounds) have years of education and experience that enable them to come up with great ideas.
Yet this same group has almost no training in how to "influence up" and ensure that their great ideas actually get accepted. Great ideas that are never implemented don't make much of an impact on the organization.
The guidelines listed below are intended to help you do a better job of influencing your upper management. They won't always ensure your success, but they will definitely improve your odds!
Take responsibility. Think like a salesperson—not a technician.
In many ways, influencing up is similar to selling products or services to external customers. They don't have to buy—you have to sell!
Any good salesperson takes responsibility for achieving results. No one is impressed with salespeople who blame their customers for not buying their products. When making your pitch, treat upper managers like great salespeople treat their customers.
While the importance of taking responsibility may seem obvious in external sales, an amazing number of people in large corporations spend countless hours blaming management for not buying their ideas, as opposed to blaming themselves for not selling those ideas. If more time were spent on developing our ability to present ideas and less on blaming management, a lot more might get accomplished.
Focus on the big picture—not just what's in it for you.
An effective salesperson would never say to a customer: "You need to buy this product, because if you don't, I won't achieve my objectives!"
Effective salespeople relate to the needs of the buyers. They don't expect buyers to relate to their needs. In the same way, effective "upward influencers" relate to the larger needs of the organization, not just to the needs of their unit or team.
When influencing up, focus on the impact of the decision on the overall corporation. In most cases, the needs of the unit and the needs of the corporation are directly connected. In some cases, this connection isn't so obvious. Don't assume that executives will automatically make the connection between the benefit to your unit and significant, positive impact for the larger corporation.
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PLEASE DON'T SEND ME FEEDBACK ON THIS by Molly Rose Teuke Comments (1)
I’m never giving anyone feedback, ever again. Really. Who among us but the most stoic (which doesn’t include me) doesn’t flinch when we hear, “Can I give you a little feedback?”
From now on, I’m offering input. I’ll make an observation, share my perspective, even offer a suggestion if you ask for it. Just don’t ask me for feedback.
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EXCERPT: 'THE TROUBLE WITH THINKING' by Lauren Powers Comments (0) Here is an excerpt from Lauren's new book "The Trouble with Thinking: The Dangerous Trip from In the Head to Out the Mouth"
"Finally a communication expert who explains the deep reason that we don't understand each other." ~ Randi Voss, PhD, Department of Biomedical Engineering, University of Texas at Austin
“Try Feedforward Instead of Feedback” By Marshall Goldsmith
Quality communication—between and among people at all levels and every department and division—is the glue that holds organizations together. free
“Quote” - George Bernard Shaw
"The biggest problem in communication is the illusion that it has been accomplished."
free
“The Elephant in the Room: Organizational Silence” by Alicia Rodriguez
Imagine that you walk into the Boardroom for a meeting with your senior staff. In the middle of the room sits a large, angry looking elephant. free
“Beware the Man Who Knows” By ROBERT W. GUNN and BETSY RASKIN GULLICKSON
Leaders become more effective as they become more comfortable saying, I don't know. free
Change Your Brain, Change Your Body: Use Your Brain to Get and Keep the Body You Have Always Wanted
BOOK: Medical research now says: focus on your brain, and your body will follow. “An essential book for anyone trying to improve their body and their health." - Andrew Newberg, M.D., brain imaging researcher at the University of Pennsylvania
The Secret Life of the Grown-up Brain: The Surprising Talents of the Middle-Aged Mind
BOOK: "Strauch tackles [loaded questions] with all the scientific instruments at her disposal...the latest findings neurological, biochemical, and psychological, with an illuminating dose of anecdote thrown in." - The New Scientist
The Overflowing Brain: Information Overload and the Limits of Working Memory
BOOK: As the technological environment speeds up to a maddening degree, Klingberg, a professor of developmental cognitive neuroscience at Sweden's Karolinska Institute, warns that the huge burden of information overload and multitasking can exceed the limits of our slowly evolving stone-age brain.
The Art 
PLEASE DON'T SEND ME FEEDBACK ON THIS 
EXCERPT: 
