{"id":72740,"date":"2020-04-11t12:00:36","date_gmt":"2020-04-11t16:00:36","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=72740"},"modified":"2020-04-27t10:47:30","modified_gmt":"2020-04-27t14:47:30","slug":"real-influence-vs-immediate-gratification","status":"publish","type":"post","link":"\/\/www.g005e.com\/2020\/04\/11\/real-influence-vs-immediate-gratification\/","title":{"rendered":"real influence vs. immediate gratification"},"content":{"rendered":"
<\/a>people are like mirrors.<\/strong><\/p>\n by steven e. sacks<\/i><\/p>\n how often are we disappointed when people don\u2019t buy into our ideas or suggestions? whether it is to develop a new product, enter a new market, hire a particular individual or implement an initiative that could help a firm\u2019s culture, can we still rely on the tried-and-true approaches of behavior modification, carrot-and-stick approach or even bribery?<\/p>\n more: <\/b>is trust elusive?<\/a> | influence, don\u2019t manipulate<\/a> | getting and keeping the best: the struggle continues<\/a> | the 5 keys to success in accounting careers<\/a> | the power of \u2018real influence\u2019<\/a> | is your firm\u2019s culture a magnet?<\/a> | confronting leadership: not such a bad thing<\/a> today, there are many avenues by which to be manipulated. it is no surprise when people grow another layer of cynicism. what is the motive to influence?<\/strong><\/p>\n is instant gratification the goal of the seller or the person who endeavors to persuade? if it is, then the results will only be short-lived \u2013 over a period of time the ability to persuade or convince diminishes. this is where real<\/strong>\u00a0influence plays a role; where a leader creates strong and consistent support from his or her direct reports. there is no template for influence; it does not involve being a specific age or level, nor is it limited to one particular industry (yes, there are non-technology companies that have and can influence).<\/p>\n \u201cthe key to successful leadership today is influence, not authority.\u201d \u2013 ken blanchard<\/p><\/blockquote>\n the question a leader has to ask: am i conveying a sense of urgency or clearly articulating my goals to my employees so they can become just as motivated and be committed to the same goals? often, you cannot rely on your position or track record of convincing others just because you believe it\u2019s the right one. you may be missing the obvious, and this can be considered a blind spot. you have been successful at different times, but there is a new generation in your company that just won\u2019t walk blindly across hot coals because you assume your position or opinion will be accepted.<\/p>\n sometimes motives are clearly apparent. if another person realizes that your position has narrow boundaries and that your interests or goals do not align with theirs, you may get temporary acquiescence, but over the long term, there won\u2019t be any continuing support. instead there will be a loss of influence.<\/p>\n instead of cajoling, trickery or manipulation, exert influence by trying to understand the values and desires of others and meld them with yours.<\/p>\n try different approaches\u00a0<\/strong><\/p>\n in any business environment, there are cliques or factions that have opposing views. to overcome this dynamic, dispense with the \u201cdivide and conquer\u201d approach. as a leader, consider instead the ways you can transform these disparate interest groups into allies or partners. this is an essential step toward building influence.<\/p>\n rather than use manipulation to achieve a temporary concession, find ways to gain continuous agreement.<\/p><\/blockquote>\n when seeking to secure short-term \u201cwins\u201d as an initiative is rolled out, consider those actions to use as building blocks to establish your reputation, and create strong and sustainable relationships to secure meaningful results. this is a way to build support from those who are skeptical about what you are trying to accomplish.<\/p>\n finally, if you run into resistance, don\u2019t take it as a personal affront because (most times) this resistance is based on someone\u2019s beliefs. solicit help in understanding why there are objections to your ideas and figure out how to reach a \u201cmeeting of the minds.\u201d (a cautionary note: in a group setting, don\u2019t always depend on consensus building because the end game may in no way resemble what is best for the firm. moreover, in building consensus, you run the risk of the minority dictating to the majority.)<\/p>\n appreciation is a powerful tool<\/strong><\/p>\n as a leader, if you are open to others\u2019 ideas and exhibit appreciation for them, you will gain influence \u2013 and a reputation for being thoughtful. showing appreciation is not only positive for the person who is on the receiving end, but it also has positive benefits for you. as stated earlier, you can gain supporters and backers for the long term.<\/p>\n people are like mirrors. their actions will reflect how they are treated. when you thank someone directly or tout to others his or her efforts in achieving results, a stronger bond is created.<\/p>\n be mindful that expressing appreciation and giving credit should not be limited to a certain period of the year because you want your (real) influence to be continuous. it should not be incidental; neither should it be used to gain an edge over someone else. it should be a key ingredient of leadership.<\/p>\n","protected":false},"excerpt":{"rendered":" people are like mirrors.<\/strong>
\nexclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n
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\nlook at what we are faced with: radio, television and magazines were and are the cudgels of persuasion. with the internet and various social media platforms, we become targets from many directions. we are pounded over the head so much, we capitulate to promotions on the latest and greatest tech tools or other gadgets. this really isn\u2019t influence; it\u2019s more like browbeating or hounding.<\/p>\n
\nby steven e. sacks<\/em><\/p>\n","protected":false},"author":1892,"featured_media":50100,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"","_relevanssi_noindex_reason":"","footnotes":""},"categories":[1363,2259,3120,3002],"tags":[],"class_list":["post-72740","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-featured","category-leadership","category-pro-member-exclusive","category-special"],"acf":[],"yoast_head":"\n