Developing Key Relationships

1
Developing Key Relationships
2
Managing Upwards Building Influence

• Learning Outcomes
• Map the dynamics of their own role and
  relationship with their Head of School/Area.
• Develop Strategies to build influence in key peer
  relationships.
• Integrated Competing Values Framework
• Broker

3
Power and Politics (Gabarro and Kotter)

Scarce Resources
Wit Will Political Skill
Politics
Person A
Person B
Power
Favorable Social Activity
4
Influencing Sources of Power and Tactics(French
Raven, 1959)

Position Power
Personal Power
5
Increasing your Upward Influence

• Sources of Position Power
• Centrality
• Criticality
• Visibility
• Relevance

6
Increasing your Upward Influence

• Expertise
• Important in technological driven societies
• Knowledge is power
• Specialisation can be a dead end
• Impression management
• Emotional Intelligence

7
Increasing your Upward Influence

• Personal Attraction
• Agreeable behavior
• Attractive physical appearance
• Likeability
• Arguments accepted
• Trustworthy
• Good performance appraisals
• Influence
• EQ

8
Increasing your Upward Influence

• Legitimacy
• Your vision
• Is it congruent with the value system of the
  organisation
• Generate stories, rituals, symbols which
  emphasise your vision and build culture

9
Increasing your Upward Influence

• Effort
• What will benefit the boss?
• What will increase your knowledge?
• Effort equates to dedication and commitment.
• Contribute to the group.

10
Managing Upward (Broker Role)

• Understand your boss
• Understand yourself
• Take Action
• Develop a compatible relationship
• Develop a set of mutual expectations
• Manage the flow of information
• Be dependable and straightforward
• Use the bosss time and resources wisely

11
Managing Upwards

CEO
Manager
Overdependence
Counterdependence
Kotter (1985) Power and Influence Beyond Formal
Authority. NY. Free Press
12
Applying Type Dynamics In Influencing

• Consider your own MBTI Type
• Map it against an individual in the workplace
• that you enjoy working with
• that you dislike working with..
• consider what their types may be.
• does it provide any information that is useful to
  you that you might use in your CC role
• consider your course team, who are the
  significant players, the quiet ones,
  non-participative, what is the balance of type
• again, does this analysis provide any information
  that is useful to you in your CC role

13
Networking (Henderson R. 2005 Management Today,
October, 34-36, 38-39.

• What is networking?
• What are your personal views of networking?
• How does networking influence you and your work
  related outcomes?
• How had networking influenced your career
  progression?

14
Networking (Henderson R. 2005 Management Today,
October, 34-36, 38-39.)

• If you are not a master networker, it is highly
  unlikely that you will be an effective leader or
  have any substantial influence in your networks,
  communities or workplace. p. 34

15
Networking (Henderson R. 2005 Management Today,
October, 34-36, 38-39.)

• Is a skill, not something you do skills can be
  learned
• Law of Abundance
• Law of Reciprocity
• Law of Giving without Expectation
• Network ethically, professionally and courteously
• High level communication skills
• Network creation takes time, effort and sincerity
• Research the kind of networks you want, goals you
  want to achieve, attend events, be transparent
• Share information, talk to the whole person, give
  out recognition