Essential influencing skills for the workplace
4.0 (18 ratings)
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Essential influencing skills for the workplace

Achieve your goals and aspirations through influencing others. Increase effectiveness as a leader and a team worker
4.0 (18 ratings)
Instead of using a simple lifetime average, Udemy calculates a course's star rating by considering a number of different factors such as the number of ratings, the age of ratings, and the likelihood of fraudulent ratings.
622 students enrolled
Current price: $10 Original price: $45 Discount: 78% off
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Includes:
  • 32 mins on-demand video
  • 4 Supplemental Resources
  • Full lifetime access
  • Access on mobile and TV
  • Certificate of Completion
What Will I Learn?
  • Explain the Assertive Persuasion influencing style
  • Use the Assertive Persuasion influencing style
  • Assess when the Assertive Persuasion influencing style is both most, and least, likely to be effective
  • Explain the Reward and Punishment influencing style
  • Explain the Reward and Punishment influencing style
  • Assess when the Reward and Punishment influencing style is both most, and least, likely to be effective
  • Explain the Participation and Trust influencing style
  • Use the Participation and Trust influencing style
  • Know when the Participation and Trust influencing style is both most, and least, likely to be effective
  • Know when the Participation and Trust influencing style is both most, and least, likely to be effective
  • Use the Common Vision influencing style
  • Assess when the Common Vision influencing style is both most, and least, likely to be effective
  • Notice when others are attempting to influence their behaviour
  • Recognize their own favoured style of influence
  • Recognize how they are most effectively influenced
View Curriculum
Requirements
  • Nothing more than the Udemy application
Description

By taking this course you will learn how to achieve your goals and aspirations through influencing others.  You will increase your effectiveness as a leader, a team member or a project worker.

Learn to effectively influence others and increase your effectiveness

·      Learn four very different ways of influencing others

·      Build up your persuasive skills with a range of approaches

·      Learn how to influence with impact in different situations

·      Recognise how others are trying to influence you

Become more effective at influencing others

We’ll learn how the ability to influence others is key to success in today’s world. With examples from the business and domestic world, we’ll see how different styles of influence are appropriate to different situations. We’ll learn how to spot the different styles in action and who is most likely to use them. We’ll identify the key success factors for each style, and the counter-indications.

This course is made up of short, focused video clips each clearly targeted on one aspect of the programme. For each of the four styles studied we'll look at the definition of the style, the type of person likely to use it, when it is likely to work and when it isn’t. Each section is supported by a downloadable briefing sheet, an aide memoire for future use.

The course is illuminated with examples and case-studies supported by powerful and dramatic video scenes that highlights the points being made. A comprehensive quiz allows you to test your learning and, with reference back to key video clips, makes sure your learning is secured.

We all need to be able to influence others to make our dreams come true, to realise our hopes and aspirations and to achieve our goals and targets. I designed this course for people who want to increase their ability to make a difference by working with others in effective, and persuasive, ways.

Who is the target audience?
  • This course is likely to be useful for managers and leaders who need to influence teams and staff to achieve goals, objectives and aspirations.
  • It is also likely to be useful to those who need to influence others such as peer colleagues or project group team members to achieve role objectives.
  • It will also be helpful with influencing upwards.
  • It will be helpful to those who need to influence across a network over which they have no power to achieve their work goals or objectives.
  • This is an introductory course and it is less likely to be useful to senior or experienced leaders or managers except as a ‘refresher’
Students Who Viewed This Course Also Viewed
Curriculum For This Course
Expand All 15 Lectures Collapse All 15 Lectures 32:06
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Introduction and welcome
1 Lecture 03:18

I facilitate change and have done all my adult life, first as a social worker, then as a manager and for 20 years as a consultant. I facilitate change in people, teams and organizations. I do this through direct interventions, such as coaching, team or organisational development activity, and through education or knowledge sharing, such as through books, lectures and workshops. Helping people change their work lives or organisations for the better is what I do.

Preview 03:18
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Assertive Persuasion - Essential Influencing Stye 1
3 Lectures 06:27

This style of influencing is based on a belief in the power of logical argument. The underlying sentiment is ‘Once I lay out the facts the logic of the course of action I am recommending will seem indisputable. Once you understand things as I do, you will agree with me.’ 

Preview 03:05

Assertive Persuasion tends to work when the issue under discussion is:

  • High on logic and low on emotional impact
  •  Based on undisputed facts or figures 
  • Based on shared agreement in many important, more fundamental areas e.g. objective, success measures e.g. shared common context) 
When Assertive Persuasion IS effective
01:15

Assertive Persuasion It tends not be so effective when there is:    

  • More than one interpretation of same data 
  • A lack of shared context 
  • High emotional or values content to the disucussion 
When Assertive Persuasion IS NOT effective
02:07
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Reward and Punishment - Essential Influencing Stye 2
3 Lectures 07:02

The relationship between consequences and behaviour is well established through a branch of psychology technically known as ‘operant conditioning’. If you want to learn how to use this style effectively, I recommend a small paperback called ‘Don’t shoot the dog’ by Karen Pryor.

It is a style that, once you recognize it, you will notice being used everywhere from infant school ‘if you can recite your three times table I’ll give you a gold star’ to adolescence ‘study hard so that you can go to college and earn good money’ to adulthood ‘if you smoke you are more likely to develop lung cancer’ or ‘if you follow this diet you will lose weight’. In all these cases pointing out the consequences of some behaviour will, it is assumed, influence action in a particular direction.

Preview 02:33

Reward and Punishment tends to work when you can ensure:

  •  That the behaviour is linked to the consequence in some consistent and predictable way
  •  The rewards or punishments are salient, that is, personally meaningful, to the person
  •  That the consequences are delivered close in time to the event
  • The change being supported is in a direction desirable to the person
When Reward and Punishment IS effective
01:32

Reward and Punishment is less effective when

  • There is a poor link between the behaviour and the consequence
  • There is a time delay between the behaviour and its consequence
  • The rewards or punishments are not salient to person
  • People feel they are being covertly manipulated
When Reward and Punishment IS NOT effective
02:57
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Participation (or Relationship) and Trust - Essential Influencing Stye 3
3 Lectures 03:39

In short Participation and Trust is the ‘you can be in my gang’ or ‘trust me on this’ style of influencing.

People who default to this style tend to have a consensual, collegiate or consultative approach to working with others and making decisions. They value relationships and tend to want to build close-knit groups or teams. They also value the efforts of others and work to create mutually supportive, high-trust environments. They may well view leadership from a ‘first amongst equals’ rather than ‘lone ranger’ or ‘distant commander’ perspective. They are likely to want you to want to do what they want you to do. Compliance is not enough; they value true commitment as in ‘we’re in this together’.

Preview 01:06

Participation and Trust works when people:

  • Want to be with you, working with you makes them feel good
  • Trust your judgment, your belief in them encourages them to stretch themselves
  • Feel supported and believe in the longevity of the relationship, that is it worth investing in
  • Are generally in agreement with the objective
When Participation and Trust IS effective
01:19

Participation and Trust is less likely to work when there is:

  • No relationship between the people involved, or indeed distrust
  • No faith the person is going to stick around
  • An attempt to take people too far out of their comfort zone which ‘bursts the bubble’
  • Disagreement on moral or other grounds with the objective
When Participation and Trust IS NOT effective
01:14
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Common Vision - Essential Influencing Stye 4
3 Lectures 04:02

Appreciative Inquiry is a change methodology that offers a complete process for understanding people’s values and aspirations, co-creating attractive visions of the future and working out how to achieve them. It can be used to help create attractive common visions or futures for individuals, teams or organizations. For more see ‘Appreciative Inquiry for Change Management’ by Lewis, Passmore and Cantore.

People who use this style well are often perceived as visionary leaders or described as inspirational. They are good at creating ‘word pictures’, making a future state come alive through their descriptions of the possible. They appeal to people’s hopes and aspirations, think of Martin Luther King’s famous ‘I have a Dream’ speech. They use inclusive language such as ‘us’ and ‘we’ and ‘our’. Sometimes described as charismatic, they use their enthusiasm and excitement to ignite the passions, motivation and actions of others. They are focused on creating futures, and influence others by drawing them towards this future.


Preview 02:13

Common Vision tends to work well when people:

  • Are involved in the co-creation of the attractive ‘common vision’
  • Respond to inspiring future objectives to pull them through present difficulties
  • Are very connected to and invested in the outcome
When Common Vision IS effective
00:47

Common Vision doesn’t work so well when

  • There is no vision or the vision is ‘handed down’ to the group from elsewhere 
  • It isn’t an attractive vision to the audience and so doesn’t create an attractive pull to the future
  • The vision doesn’t connect to people’s hopes and aspirations, values and priorities and so doesn’t seem relevant to them
When Common Vision IS NOT effective
01:02
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Putting the four influencing styles into practice
2 Lectures 07:38

Once you understand these four different styles you can consciously adapt your style to the situation. 

When my car broke down, again, as we began our return journey at the height of the holiday season, I needed a 300 mile tow. There was a long queue for the breakdown recovery service and I had small children with me. I had already decided I was junking the car. To get to the front of the queue I offered a reward incentive. 'Jump us to the front of the queue take us home straight away, and you can keep the car,  bring it back with you.' Shortly afterwards we set off, rode home in style and got rid of a problem car. Everyone was happy and we never saw each other again.

On the other hand, when I had to keep a residential building for women and children functioning as it closed down rather suddenly, with no assurance that there would be any money to pay staff for the final few days, I called on Common Vision to influence others by creating hope and aspiration of how we could make this difficult situation into a success, resettling every family successfully before we closed. This objective appealed to everyone, as it resonated with our values. Staff stayed and we did re-home every family. (And in the event we did get paid!)

Putting the four influencing styles into practice
06:59

I hope that by now you understand the four different styles, how to use them, and when they might be useful. Practice them in different situations and remember, if one gains no traction you can always try another. Like any tool they can be used to good or nefarious purposes. I encourage you to use your new found powers wisely!


Final thoughts
00:39
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Check your understanding
0 Lectures 00:00

Take the quiz to test what you have learned and check your understanding.

Check your understanding
12 questions
About the Instructor
Skill Boosters behavioural training for the workplace
4.4 Average rating
331 Reviews
4,940 Students
14 Courses
Video based learning resources for work and life

At Skill Boosters we work with leading subject matter experts to design, develop and deliver training for the workplace and for life.  We are passionate about delivering behavioural training which helps to build effective, tolerant and inclusive individuals, teams and workplaces and which improves lives and life-chances.

Our courses combine video drama, expert analysis, documentary sequences and interactive study to provide flexible, cost-effective training that engages, informs and inspires our learners.

Skill Boosters courses and resources are trusted by many of the worlds leading organisations to develop and improve the skills and behaviours of their people.

Ms Sarah Lewis
4.4 Average rating
63 Reviews
1,954 Students
3 Courses
Chartered Organizational Psychologist at Udemy

Initially a social worker, Sarah built her expertise in helping people change their ways of thinking and behaviour by working in child protection. Since then she has worked for over 20 years with organizations from production and service sectors as well as with higher education, not-for-profit and local and central government. A chartered psychologist, Sarah is an experienced facilitator with special expertise in creating individually designed large or whole system interventions based on Appreciative Inquiry, Open Space and other key collaborative transformation methodologies. She works in the areas of socio-technical system implementation, team development, whole system change and organisational development. She helps organizations to address their issues, meet their challenges and achieve their desires in areas of organisational life such as performance, change, strategy, relationships, morale, engagement and motivation, working together, process improvement, leadership, co-ordination, and effectiveness. She is often asked to help when things are ‘stuck’ or dysfunctional at a team, organisational or individual level, yet is equally able to help make good better.

She is the author ‘Positive Psychology at Work’ and ‘Positive Psychology and Change’ and lead author of ‘Appreciative Inquiry for Change Management’. She is a recognised expert in these areas and speaks regularly at National and International Conferences.