Influence for Nonprofit Leaders. Deborah Friedman

for or resist in less direct ways, perhaps sabotaging your efforts to influence. For example, they may initially agree with your request, but then put roadblocks in the way of its completion or make excuses about why it cannot be accomplished.

      An organization is facing grim economic conditions on the horizon and extensive funding problems. The executive director decides to eliminate a department that, while once integral to the organization, has for some time brought diminishing returns and needs to be consolidated into another department to increase efficiency. The head of the department is a prized employee, and loyal members of the department resist the change, directly and indirectly sabotaging the executive director’s efforts. Other members of the organization publicly agree that the department needs to be cut, but privately express disdain for the executive director’s decision and are unwilling to cut and consolidate the department. In this situation, the executive director has been unable to influence members of this organization to carry out the request, and as a result has damaged some relationships and eroded trust.

       Compliance

      Compliance is better than resistance, and it is often the level of response you need to ensure that another person or group takes action in a desired way. Compliance is sufficient when your request is simple and routine and doesn’t require the other person or group to exert much additional energy, resources, or effort to accomplish it. You can settle for compliance in such situations because your request isn’t optional but required by the organization or by the team you lead.

      A new hire in a local nonprofit is charged with enforcing compliance with governmental regulations, something her predecessor failed to do. However, her staff is at first hesitant and resistant to these regulations, claiming that they are unnecessary and pointless. The new leader uses her influence skills to convince the staff that, like it or not, they must follow regulations, and though the staff remains somewhat unconvinced, they comply with the leader’s request. This leader has used her influence to get compliance from her employees, which is all she needs to ensure that the organization adheres to regulations.