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PART I
INTRODUCTION
CHAPTER 1
WHY INFLUENCE: WHAT YOU WILL GET FROM THIS BOOK
The Book's Organization

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Here's how we do it. This chapter has introduced the need for influence and the benefits of learning a more systematic way of thinking about how to get it. Chapter 2 spells out the core influence model, and Chapters 3 through 7 provide more detail about each stage of the model. Then in a series of Practical Application chapters, we use the influence model in familiar situations to demonstrate how to get what you need to do good work. We include two new chapters on gender and influence and distance and influence. You may want to read selectively among these application chapters to fit your current situation, and then return later as you move into other, more complex settings.

In addition, we offer on our website several cases and numerous extended examples of people who had to go through many obstacles to acquire influence (http://www.influencewithoutauthority.com). (For more detail about these examples and the lessons we draw from them, see Appendix A on pages 279–284.)

This book can help you get ahead by showing you how to make good things happen for the organization and for those you deal with. More power to you.

Core Premises

● Influence is about trades, exchanging something the other values in return for what you want.

● Relationships matter; the more good ones you have, the greater your odds of finding the right people to trade with and having some goodwill to help the trades along. And for many, relationships are important in their own right.

● Influence at work requires that you know what you are doing, have reasonable plans, are competent at the task at hand – but that often isn't enough. It is just the price of admission.

● You have to want influence for the ultimate good of the organization. In the short term, that may not be necessary, but genuine care for the organization's goals makes you more credible and trustworthy, keeps you from being seen as only in it for yourself, and prevents those whom you have influenced from ruining your reputation or seeking retaliation.

● Your difficulty with influence often rests, unfortunately, with you. Sometimes you just don't know what to do, which is relatively easy to fix. But at certain critical moments, we all do things that keep us from being as effective as we could be. While occasionally the other party is truly impossible, far more often, your influence deficit comes from something you are doing – or failing to do.

● Just about everyone is potentially much more influential than they think they are.

Influence Without Authority

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