Getting to the heart of influence
In the fluid world of business, the lines between influence and authority often get blurred. While authority implies the ability to make decisions, true leadership transcends job titles and roles. Effective leaders inspire and uplift their teams, leaving a positive impact. Have you ever encountered an authority figure who ruled with an iron fist, showing no interest in your perspective and simply dishing out orders? This serves as a reminder that not all authority figures possess the art of influence.
The secret to mastering the art of influence starts with a crucial step: slowing down. It involves active listening, observation, and building authentic connections to instigate the change you hope to create for yourself and your team.
I was introduced to a powerful framework earlier on in my career, known as a “know, do, feel”. It offers a straightforward approach to ensure your message deeply resonates with your audience.
- Know: What knowledge and understanding do you want them to acquire?
- Do: What actions do you want them to take based on the knowledge you share?
- Feel: What emotions do you want to stir within them? Building influence means connecting on a deeper level and making them genuinely care
In Practice: Applying the Know-Do-Feel Framework
The beauty of this framework lies in its versatility. It can be applied to any situation, whether you’re dealing with a specific individual, a team, or a project. Start by identifying the work scenario you want to exert more influence in. Consider the current state and tap into your hopes and dreams about what you’d like to see unfold.
In other words, what do you want your stakeholders to know, do, and feel about the situation?
From this foundation, you can explore various approaches to connect with and influence your audience effectively.
A Practical Example
Let’s say you’re approaching your one-year anniversary on a new team and your manager has yet to discuss your long-term career vision. In this situation, taking initiative becomes essential. Here’s how you might apply the framework:
- Know: I want my manager to know that I envision a future with the company. At the same time, I require more constructive feedback to excel in my role within the team
- Do: I want my manager to give me feedback about what I should start, stop, and continue in my current role
- Feel: I want my manager to feel supportive of my growth
By intentionally slowing down and reflecting on your objectives for the scenario, you gain the insights you need to effectively frame your conversation with your manager. This could involve reaching out to schedule a one-on-one meeting and proposing a start, stop, continue exercise.
Putting it all together
Remember, you don’t need to hold an executive title to influence your stakeholders.
Adopting a deliberate, thoughtful approach to communication can create meaningful change within your organization.
Are you looking to amplify your impact while staying true to yourself?
Partner with Roberta to define impact on your own terms.
