The Power of Choice. Michael C. Hyter

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Yet many professionals assume that they have to have a high‐level title or many direct reports before they can or should exercise influence. As a result, many individuals miss opportunities to develop the influence skills that enable them to accelerate their careers. They don't offer their good ideas because they're not the ones in charge. They feel they have to put up with unreceptive bosses or difficult work groups. When you can look at challenges as opportunities to improve influence skills rather than as situations outside your control, you are much more likely to figure out approaches that will persuade others to adopt your point of view or create more productive working relationships.

      Almost all positions afford opportunities to learn how to influence others. Perhaps you want to convince others to go along with a process change or shape the entry of a new person into your work group. Maybe you have a recommendation for a new product or service, or you have a suggestion for enhancing an existing one. These are all good opportunities to practice influencing others.

I recently spoke with a young supervisor in the distribution warehouse for a consumer goods company. He had been assigned to a committee tasked with finding ways to reengineer some of the company's processes; the company wanted people who actually did the work—and this fellow was one of those people. This young man was convinced it would all be a waste of time and asked me how he could gracefully decline.

      I encouraged him to stick it out, enjoy the visibility it offered, and look for ways to actively participate. I suggested he start by looking for clues to each person's short‐ and long‐term interests relative to this project. What did each of them envision as the benefits to the company if the group was successful? What were the personal and professional benefits each envisioned attaining? What was each person's point of view? What information did he have access to, given his position, that the other members of the group didn't?

      He took my advice and adopted a new outlook. He not only looked for clues at meetings but he also went out of his way to have at least one discussion with each member outside the formal meetings. People got to know him as an individual, and he grew in his understanding of how they thought and what was important to them.

      There was a moment when he recognized an opportunity for an improvement with one of the processes. I watched him muster the nerve and confidence to strategically position his idea in the context of what he had learned about the other members of the task force and how it could contribute to the outcomes mentioned by many of them. He was amazed to see people respond so favorably to an idea he proposed. Eventually, a version of his idea was implemented. Imagine what that did for his confidence—and his standing in the company.

What's Required for Success?

I've found that many professionals from a variety of backgrounds initially balk at this emphasis on relational and influence skills. After all, technical skills are easier to measure and evaluate. Organizations place a lot of emphasis on technical skills when outlining required credentials or explaining the rationale behind certain promotion decisions. Yet, in practice, the more subjective relational and influence skills often determine who is given new opportunities. When you choose to develop these skills, you have more control over your own career. You're better able to create momentum and make a bigger impact.

      Given their importance, I've devoted entire chapters to relational and influence skills. Chapter 6 is about how to develop meaningful connections based on trust and shared objectives. In Chapter 7, I offer guidance on how to develop the influence skills that allow you to shape your reality rather than react to it.

      The good news is that these relational and influence skills are learnable. No matter what assumptions you've made about your capability to be a socially graceful or compelling personality, you can become more adept at making connections and mobilizing the minds and actions of others. It will require your effort and attention. It will require practice and making some mistakes along the way. The payoff, however, will be a greater capacity to have a meaningful impact—on your own behalf and on behalf of your organization.

      The Power of Choice

       Adopt Key Ideas

       Technical proficiency is absolutely required for career success. The most highly valued people in today's organizations also develop the relational and influence skills to interact effectively and shape the work and opinions of others.

       By developing all three areas of proficiency—technical, relational, and influential—you can increase your options and engineer the career that is most satisfying to you.

       Begin Now

       In which area do you feel most skillful? How do you leverage your skill in order to accomplish what's important to you?

       In what area would you like to grow your comfort and expertise?

       What steps will you take to practice and build your skill in this area?

       What will be the benefit of extending this effort?