6 sources of influence

The Six Sources Strategy Matrix
How Leaders Increased Their Chances of Success Tenfold
Source 1:
PERSONAL MOTIVATION
Source 2:
PERSONAL ABILITY
Questions to ask
•
In a room by
themselves would employees
want to engage in the behavior?
•
Do they hate it or enjoy it?
•
Do they find meaning in it?
•
Does it fit into their sense of who they are or
who they want to be?
Questions to
ask
•
Do employees have the knowledge, skills, and
strength
to be able to do the right thing?
•
Can they handle the toughest challenges they will
face?
Strategies
•
Identified unpleasant, noxious, or disagreeable
aspects of the change and found ways to either
eliminate them or make them more pleasant.
•
Found ways to
connect the need for change
with people’s core values
–
for example, had
people meet with the individuals who would
benefit from the change.
•
Motivated people by creating a mission and
purpose about the need for change.
•
Took great pains to get people’s pers
onal buy
-
in rather than issue mandates.
Strategies
•
Gave people guided practice and immediate
feedback until they were sure they could engage
in the new behaviors in the toughest of
circumstances.
•
Designed learning experiences to help people
successfully
manage any communication,
emotional, and interpersonal hurdles they’d face
in changing their behavior.
•
Had people participate in real
-
time drills or
simulations that tested whether they could
perform as required under challenging
circumstances.
Source
3:
SOCIAL MOTIVATION
Source 4:
SOCIAL ABILITY
Questions to ask
•
Are other people encouraging the right
behavior or discouraging the wrong behavior?
•
Are people others respect modeling the right
behaviors at the right time?
•
Do people have good
relationships with those
who are trying to influence them positively?
Questions to
ask
•
Do others provide the help, information, and
resources required
–
particularly at critical times?
Strategies
•
Enlisted the support of organizational opinion
leaders to
serve as role models, teachers, and
supporters of change.
•
Had all members of management teach, model,
and coach people toward new behavior.
•
Identified people who would be most concerned
about change, and involved them early.
•
Made it clear to everyone that
these behavioral
changes were something top management
strongly supported and modeled.
Strategies
•
Identified the toughest obstacles to change and
made sure people had others to support them
whenever they faced these obstacles.
•
Used mentors or coaches to
provide just
-
in
-
time
assistance to overcome these obstacles.
•
Created “safe” ways for people to get help
without feeling embarrassed.
•
Provided everyone with the authority, information,
and resources needed to step up to new
behaviors as easily as possible.
Source 5:
STRUCTURAL MOTIVATION
Source 6:
STRUCTURAL ABILITY
Questions to ask
•
Are there rewards
–
pay, promotions,
performance reviews, or perks?
•
Are there costs?
•
Do rewards encourage the right behaviors and
costs discourage the wrong ones?
Questions to
ask
•
Does the environment (tools, facilities,
information, reports, proximity to others, policies,
work processes, etc.) enable good behavior or
bad?
•
Are there enough cues and reminders to help
people stay on course?
Strategies
•
Adjusted formal
rewards to ensure people had
incentives to adopt the new behaviors.
•
Made sure people had “skin in the game” by
tracking their use of the new behaviors and
linking it to rewards and punishments they care
about.
•
Used a “carrot and stick” approach to make
su
re people knew the organization was serious
about demanding change.
•
Made sure everyone understood that even the
most senior managers would be held
accountable if they failed to support these
changes
–
there were no exceptions.
Strategies
•
Reorganized
workplaces to remove obstacles
and make the change convenient and easy.
•
Provided new software, hardware or other
resources to make the change simple and
automatic.
•
Used cues, regular communications, and metrics
to keep the need for change: top of mind: for
everyone in the organization.
•
Created potent ways to give all levels of
management feedback about how successfully or
unsuccessfully they were leading change.
Grenny J, Maxfield D, Shimberg, A. “How to 10X Your Influence.” Vital Smarts. 2011 Influencer Research R
eport.
www.vitalsmarts.com/influencerreport/
Grenny J, Maxfield D, Shimberg, A. “How to 10X Your Influence.” Vital Smarts. 2011 Influencer Research Report.
www.vitalsmarts.com/influencerreport/
Grenny J, Maxfield D, Shimberg, A. “How to 10X Your Influence.” Vital Smarts. 2011 Influencer Research Report.
www.vitalsmarts.com/influencerreport/

Page:of 2
The Six Sources Strategy Matrix
How Leaders Increased Their Chances of Success Tenfold
Source 1:
PERSONAL MOTIVATION
Source 2:
PERSONAL ABILITY
Questions to ask
•
In a room by
themselves would employees
want to engage in the behavior?
•
Do they hate it or enjoy it?
•
Do they find meaning in it?
•
Does it fit into their sense of who they are or
who they want to be?
Questions to
ask
•
Do employees have the knowledge, skills, and
strength
to be able to do the right thing?
•
Can they handle the toughest challenges they will
face?
Strategies
•
Identified unpleasant, noxious, or disagreeable
aspects of the change and found ways to either
eliminate them or make them more pleasant.
•
Found ways to
connect the need for change
with people’s core values
–
for example, had
people meet with the individuals who would
benefit from the change.
•
Motivated people by creating a mission and
purpose about the need for change.
•
Took great pains to get people’s pers
onal buy
-
in rather than issue mandates.
Strategies
•
Gave people guided practice and immediate
feedback until they were sure they could engage
in the new behaviors in the toughest of
circumstances.
•
Designed learning experiences to help people
successfully
manage any communication,
emotional, and interpersonal hurdles they’d face
in changing their behavior.
•
Had people participate in real
-
time drills or
simulations that tested whether they could
perform as required under challenging
circumstances.
Source
3:
SOCIAL MOTIVATION
Source 4:
SOCIAL ABILITY
Questions to ask
•
Are other people encouraging the right
behavior or discouraging the wrong behavior?
•
Are people others respect modeling the right
behaviors at the right time?
•
Do people have good
relationships with those
who are trying to influence them positively?
Questions to
ask
•
Do others provide the help, information, and
resources required
–
particularly at critical times?
Strategies
•
Enlisted the support of organizational opinion
leaders to
serve as role models, teachers, and
supporters of change.
•
Had all members of management teach, model,
and coach people toward new behavior.
•
Identified people who would be most concerned
about change, and involved them early.
•
Made it clear to everyone that
these behavioral
changes were something top management
strongly supported and modeled.
Strategies
•
Identified the toughest obstacles to change and
made sure people had others to support them
whenever they faced these obstacles.
•
Used mentors or coaches to
provide just
-
in
-
time
assistance to overcome these obstacles.
•
Created “safe” ways for people to get help
without feeling embarrassed.
•
Provided everyone with the authority, information,
and resources needed to step up to new
behaviors as easily as possible.
Source 5:
STRUCTURAL MOTIVATION
Source 6:
STRUCTURAL ABILITY
Questions to ask
•
Are there rewards
–
pay, promotions,
performance reviews, or perks?
•
Are there costs?
•
Do rewards encourage the right behaviors and
costs discourage the wrong ones?
Questions to
ask
•
Does the environment (tools, facilities,
information, reports, proximity to others, policies,
work processes, etc.) enable good behavior or
bad?
•
Are there enough cues and reminders to help
people stay on course?
Strategies
•
Adjusted formal
rewards to ensure people had
incentives to adopt the new behaviors.
•
Made sure people had “skin in the game” by
tracking their use of the new behaviors and
linking it to rewards and punishments they care
about.
•
Used a “carrot and stick” approach to make
su
re people knew the organization was serious
about demanding change.
•
Made sure everyone understood that even the
most senior managers would be held
accountable if they failed to support these
changes
–
there were no exceptions.
Strategies
•
Reorganized
workplaces to remove obstacles
and make the change convenient and easy.
•
Provided new software, hardware or other
resources to make the change simple and
automatic.
•
Used cues, regular communications, and metrics
to keep the need for change: top of mind: for
everyone in the organization.
•
Created potent ways to give all levels of
management feedback about how successfully or
unsuccessfully they were leading change.
Grenny J, Maxfield D, Shimberg, A. “How to 10X Your Influence.” Vital Smarts. 2011 Influencer Research R
eport.
www.vitalsmarts.com/influencerreport/
Grenny J, Maxfield D, Shimberg, A. “How to 10X Your Influence.” Vital Smarts. 2011 Influencer Research Report.
www.vitalsmarts.com/influencerreport/
Grenny J, Maxfield D, Shimberg, A. “How to 10X Your Influence.” Vital Smarts. 2011 Influencer Research Report.
www.vitalsmarts.com/influencerreport/