EXERTING YOUR INFLUENCE

There will be times when you must ensure your influence is accepted, identified with
and/or adopted. The difficulty for you will be to identify when this is necessary, that no
further arguments can be introduced and that you must stand firm. A further difficulty is
to not lose your temper or withdraw from the discussion, to be assertive rather than
aggressive or passive (see Chapter 7—self-confidence and personal drive).

1. When you know your arguments are just Do not scale down any requests you
make in order to fit others’ authority or willingness. It may not, on some
occasions, be appropriate to compromise or modify your position, especially in
dealing with organizational objectives or procedures such as discipline or
grievance.

2. To ensure the best outcome for everyone Where you are convinced that not to
exert your influence would result in a less-effective or a somewhat diluted
outcome. Sometimes it is all too easy just to sit back and say nothing after a
series of failed attempts at being heard.

3. Make allies not enemies If an excuse is genuine, it is often useful to enlist the
person’s assistance in approaching those who can really help, or in assisting the
person to identify the means of overcoming difficulties, whether they are
perceived or actual problems.

4. In dealing with an ultimatum Do not panic and do take your time, an ultimatum is
seldom appropriate. Test understanding and summarize often (the problem may
not turn out to be as extreme as at first thought); be firm but flexible, do not gain
a reputation as a soft touch (you must work out an agreement); widen the debate,
employ lateral thinking and influence the thinking of others away from the
ultimatum by proving that there may be alternatives to consider.