With most often no positional power, business relationship managers (BRMs) are left with using their personal power to make a difference in organizations. Being proficient at influencing, is therefore an important skill to possess. So when BRMs are influencers, what are The Six Sources of Influence™ that the BRM has at his or her discretion?
MOTIVATION | ABILITY | |
PERSONAL | 1. WANT TO | 2. CAN DO |
SOCIAL | 3. PEER PRESSURE | 4. HELP FROM OTHERS |
STRUCTURAL | 5. CARROTS & STICKS | 6. STRUCTURES, ENVIRONMENTS & TOOLS |
Source 1: Want To, or Personal Motivation
People do base their actions on their individual motivation or disposition. The “What’s-In-It-For-Me” is a good example of why people do something (or not). For BRMs to think in these terms and present a solution, a suggestion or an answer from this perspective can help with getting accomplished what the BRM has in mind. Another example is when the person experiences immediate pain or discomfort and the BRM presents a way out of it.
This source of influence may not always work to its fullest. What if the person lacks the ability to do what was suggested or proposed by the BRM? This brings us to the second source of influence.
J.D. Meier, the best-selling author of Getting Results the Agile Way, has provided us with a few tickler strategies. I’m concluding each source of influence with his recommendation.
J.D. MEIER’s TICKLER STRATEGY | |
Personal MOTIVATION | Consciously Connect To Values |
Source 2: Can Do, or Personal Ability
Do you possess the skills or the knowledge to do what is recommended, proposed or even required? Same applies to, whether the person has the mental or physical capacity to do it. When considering both potential barriers, the “want to” and the “can do”, the BRM has a better chance influencing someone in thinking and acting in ways the BRM deems favorable for someone who is dealing with an issue, a challenge, or an opportunity.
However, even when the person who are trying to influence wants and can do what is suggested by the BRM, he or she may still not act on it. Why? There are other factors in play, which leads us to the third source of influence.
J.D. MEIER’s TICKLER STRATEGY | |
Personal ABILITY | Demand Deliberate Practice |
Source 3: Peer Pressure, or Social Motivation
The personal sources of influence are complemented with social sources. No one works or lives in a vacuum. When others enter the scene, the question becomes, whether they enable you or hinder you. BRMs need to be aware of whether the person they are trying to influence, is already influenced by peers, their boss, their business partners (i.e. customers or clients), or even their family. Including these social pressures can help understanding expressed behaviors or (in-)actions.
BRMs could even benefit from these social pressures when seeking to implement certain behaviors. Sometimes a person looks at others’ behaviors and actions before making a move themselves. Focus on those influencers first to influence your ultimate “target”. This brings us to the fourth source of influence.
J.D. MEIER’s TICKLER STRATEGY | |
SOCIAL MOTIVATION | Pave The Way Enlist the Power of Those Who Motivate Seek the Support of Those Who Enable |
Source 4: Help from Others, or Social Ability
Other people can enable or disable a person. This is particularly the case when you depend on others to complete your task. And even more when this other person does not feel the need to cooperate, or to collaborate, or is in no hurry. Why is it that someone would express such behavior? Often it may well be because of you and your own (past) actions.
For BRMs it is important to keep this in mind when team dynamics are not what they should be. What is the history two peers or team members share?
Other examples of social ability are not having access to information, tools or materials that you need to do the job. This could be for reasons of someone not disclosing it, or not providing access to it, purposely or not on purpose. Surfacing these inabilities is something the BRM should be instrumental in.
J.D. MEIER’s TICKLER STRATEGY | |
SOCIAL ABILITY | Pave The Way Enlist the Power of Those Who Motivate Seek the Support of Those Who Enable |
Source 5: Carrots & Sticks: Structural Motivation
Money motivates people. Very strongly actually. No surprise here. But how often does it happen that the wrong behavior is being rewarded? As a BRM you want to be familiar with bonus structures, promotions, benefits, job descriptions, performance indicators, and sought-after key results. It can explain a lot why people are (not) moving, acting or behaving a certain way.
Financial well-being is a major source of influence. Same for status and positional “power”.
J.D. MEIER’s TICKLER STRATEGY | |
STRUCTURAL MOTIVATION | Link Rewards Third and in Moderation Link rewards to Vital Behaviors Use Rewards that Reward |
Source 6: Structures, Environments & Tools: Structural Ability
Things and gadgets can often provide either a bridge or a barrier. If, for example, two departments are not working well together and both are located on different floors or even different building, consider moving them into the same building on the same floor. The new work environment will allow for running into each other and for increased (in)formal communication.
Increasing transparency has led in many cases to increasing awareness and changing into desired behavior. For example, BRMs have been instrumental in implementing dashboards to display real-time data to influence those, who, where unaware before and are now more willing to change behavior.
J.D. MEIER’s TICKLER STRATEGY | |
STRUCTURAL ABILITY | Use the Power of Space, of Data and Cues and of Tools |
Prep-list for BRMs
As an influencer, you the BRM, shows up prepared and analyzes a situation from angles such as:
- Is the person you are trying to influence enjoying his or her responsibilities, tasks, or job?
- Does the person you are trying to influence have limits in personal capabilities?
- Is the person you are trying to influence motivated by others?
- Does the person you are trying to influence prefer seeing strengths in numbers?
- Do “things” motivate the person you are trying to influence?
- Will a change in environment motivate the person you are trying to influence?
Make sure to add this checklist to your BRM toolkit that you started filling with influencing techniques during your BRMP and CBRM certification course.
And finally, BRMs are influencers, so we’re taking about influencing, not manipulating. That will cause more, much more, harm and will set you back for some extended time.