Tel: 0844 394 8877
Management Skills > Courses
This programme is designed to give practical advice about how to construct a compelling argument and present it with confidence and authority in a meeting in a way that makes people want to say “yes” to your proposals. The training is based on applying Neuro Linguistic Programming (NLP) techniques to first building a business proposition and then presenting it in a way that captures the imagination of the listener. It will also give participants the tools and techniques to prepare the ground with informal ‘corridor conversations’, defuse disagreements and build rapport with key stakeholders.
By attending this highly participative two-day course you will:
All employees who want to acquire a methodical and professional approach to influencing the decisions that are made in the work place. It is particularly suitable for people who have an advisory or consultative role within their company or for those people who have to make a business case in order to gain access to resources e.g. Project Managers, Marketing Managers, IT professionals etc.
The phrase the ‘inner game’ is a term borrowed from sports psychology. It is a reference to the fact that what is going on inside a person’s head (their state of mind) is crucial to good performance. Here we consider the role perception and beliefs of people who are excellent at influencing others.
It is difficult to make a positive impression on another person if we feel nervous or angry. So before we start to influence others, a useful precursor is to recognise and understand our own thoughts, feelings and emotions in order to build and maintain a calm rational state of mind when working with others.
One of the key elements of influencing people is to develop a sense of trust between you and the other person. This is important because people do things for people they like. Here we consider tools for developing rapport with key decision makers.
The ability to communicate in an assertive manner is one of the key skill sets of the effective influencer. A person who is assertive has the ability to be honest with themselves and others about what they really think and feel. They have the confidence to be themselves and to ask directly for what they want in any given situation, while taking other people’s feelings into account. They can stand up for what they believe to be right whilst recognising that other people have rights too. Above all, being assertive means having self-respect and respect for other people.
We can enhance the impact that our comments have on people by adopting strategies that will make our words have extra impact and force. At Boulden we call these strategies ‘persuasive techniques’.
People respond to being presented with clear, specific and well thought out proposals that they can focus on achieving. Here we consider the importance of developing outcomes that can help to create a sense of commitment and forward momentum.
It is often the case that more than one person will be involved in making a decision. For example in getting a major project approved the CEO, Financial controller and Head of Marketing may all have an input into the decision making process. This group or ‘cluster’ of people is sometimes called the Decision-Making Unit or DMU. It is these stakeholders that need to be persuaded that a course of action is worthwhile and so they need to be the focus of any influencing activity.
People react to a request because they feel that the person making that request has a certain level of power or authority to which they feel they should respond. There are two sources of power that can be used to encourage someone to accept our point of view. These are: personal power (related to the characteristics of the individual) and position power (related to the job the person does.) If the power bases are not strong enough then customers, employees and colleagues will not comply with the influencers’ requests, so building strong power bases is a key part of the work of an expert influencer.
Lobbying involves holding informal meetings and discussions with key personnel. This type of activity helps people to understand the issues involved in the case and ‘softens up’ the members of the decision-making unit before any formal presentation takes place.
Having identified a need and developed the “S3i coaching system model” the coach’s role now is to ask questions and, by doing so, to uncover a model that the person they are coaching is currently using.
There are a number of ways of structuring a business case that is concise yet persuasive but one of the best known and most effective is the 4p’s method. It consists of four sections, which work together to help to build a compelling argument in favour of a particular course of action.
The final activity is to present the business case in a formal meeting e.g. to get more resources allocated to a project. Here we summarise and consolidate the techniques covered in the earlier part of the course by looking at how to open the meeting and how to manage the proceedings so that our proposals are approved.
Feedback is based upon peer reviews using Boulden assessment checklists. Completing the assessment checklists is not only valuable to the people involved in a given case study, it also helps those completing them to gain an in-depth understanding of the building blocks that make up an effective influencing strategy.
Further information on this course is available by contacting
Boulden Management Consultants:
via our Contact form
Tel: 0844 394 8877