Influence Without Authority, 2nd Edition Hardcover – 15 Apr 2005
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From the Inside Flap
At some point, almost all of us will find ourselves in the same bind at work: we know what needs to be done and how to do it, but we can′t get the right people on board. The risk is allowing frustration to become resignationor unproductive retaliation. Fortunately, the new and improved Influence Without Authority, Second Edition offers a proven, effective model for breaking through the impasse and building an environment of collaboration, mutual assistance, and real achievement.
Leadership gurus Allan Cohen and David Bradford explain how to coax cooperation from the people who control the resources, information, or support you need to succeed. You′ll learn how to get past your restrictive assumptions, figure out the interests and needs of potential partners, and negotiate mutually beneficial exchanges that help you both achieve your goals. It′s a powerful and proven way to cut through interpersonal and interdepartmental barriers to turn coworkers and competitors into allies.
This new Second Edition adds clarity, depth, and insight with new chapters on applying the Exchange Model to entire organizations, making it even more useful for team leaders and managers. It includes many more practical applications such as working cross–functionally, leading major change initiatives, using direct influence, and overcoming organizational politics.
No matter what your organizational position, or what kinds of clients and customers you deal with, part of your success depends on being able to influence people over whom you have no formal control. Influence Without Authority, Second Edition presents a clear model and effective, practical strategies for convincing and influencing those around you in order to accomplish important workplace goalsto the benefit of you, your colleagues, and your organization.
From the Back Cover
The Classic Guide to Influence
Now Fully Revised & Updated!
"If you want to be a successful leader at any level, you must learn the mastery of managers and groups without using formal authority. You need the ideas and skills this book delivers."
Ram Charan, author of the bestselling books Execution and Confronting Reality
"This book manages to do the near impossible...It draws on the wisdom of good leadership studies to provide tools to influence people and events at work regardless of the positions we hold."
Professor Jeffrey Sonnenfeld, Associate Dean Yale School of Management
"In its first edition, Influence Without Authority established itself as a useful guidebook to modern organization practice. With the added content of this new edition it becomes a ′bible′!"
Len Schlesinger, Vice Chairman and COO Limited Brands
Even more relevant now than it was when it was first published more than a decade ago, Influence Without Authority, Second Edition is the classic guide to getting things done with colleagues, customers, and managementany situation in which you are not in charge, but must get results. This new edition also includes guidelines for applying the powerful Exchange Model to:
Influencing a team, task force, or committee
Influencing departments and divisions
Initiating or leading major change
Using Indirect influence
Overcoming organizational politics
Playing hardballwhen you can no longer catch flies with honey
Influence Without Authority, Second Edition offers a reliable, time–tested plan for getting cooperation from those who command the resources, information, or support you need. The authors show you how to negotiate using the currencies people value most in their own day–to–day work life, so you can turn anyone into an ally. With powerful techniques for cutting through interpersonal and interdepartmental barriers, this business classic shows you how to achieve your goals by motivating people over whom you have no authority.See all Product Description
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Most Helpful Customer Reviews on Amazon.com (beta)
One of my first major change management projects, some 12 years ago now, lead me to believe that there had to be a better way to accomplish the cross functional negotiations that need to happen in any major change initiative. Here, in this book, are the explanations for both what worked and what didn't work on that project. Many of the principles listed not only got my head nodding "yes!" but also help me to understand how the hard learned lessons over the past 12 years fit into the overall picture of influencing colleagues, clients, and their employees.
The Cohen-Bradford Model of Influence, while appearing simple, was a bit more difficult to really comprehend. It comprises six "steps" pictured as an inward spiral, and starts at the "outside" with "Assume all are potential allies." Then moves inward with "Clarify your goals and priorities," "Diagnose the world of the other person," "Identify relevant currencies, theirs, yours," "Dealing with relationships," and finally at the center "Influence through give and take." Essentially, this text deals with explaining how this model is applied in a practical manner. Most important is the concept that while for small things, we can and often do intuitively understand the give and take in a transaction, for large complex transactions we need to be more methodical and think through our process, goals, interests and those of our allies. Hence, the model.
Of particular interest to me was this text's recognition that organizational change can be very complicated, and so dedicated several chapters to that process alone. Between these chapters, the case studies providing real life examples, and yes, the model itself, this book is invaluable to those either in or consulting to organizations wanting to move forward - because that means managing complex change and the need to influence people as well as leading them.
After reading this book, I understood the behaviors of others I've worked with. Culture, expectations of the boss, possible promotions, etc. really do influence behaviors of others in organizations. If you really take time to prepare and look at the stakeholders in a particular situation, and try to figure out what currencies people expect, it is easier to come to a consensus.
So many organizations today are consensus driven, it is important to understand the drivers. Sometimes these drivers, like company culture and decisions based on consensus, can cause harmful situations like "Group think" - that happened during the Challenger diaster and the defective "o" rings. Perhaps that disaster could have been diverted if the stakeholders had prepared and understood the currencies involved.
With this in mind, the second edition of Influence without Authority is a gem of a book for HR professionals. It provides an effective model for breaking through influencing impasses and details how to build an environment of collaboration, mutual assistance, and real achievement. In an era where HR professionals are often competing for resources, information or support from key stakeholders, the book includes many practical applications such as working cross-functionally, leading major change initiatives, using direct influence and overcoming organisational politics.
Authors Allan Cohen and David Bradford build upon the first edition with new chapters on applying their approach to influencing, or the `exchange model'. They argue that this model is especially useful for team leaders and managers, and provide a raft of useful examples for HR practitioners to use in the workplace.
If you work at the highest levels of HR or are new to the game, Influence without Authority lays down the ground rules of how to get what you want in the competitive world of business. Definitely worth a read.