Influence Without Authority

by Cohen, Allan R.; Bradford, David L.

• ISBN13: 9780471463306
• ISBN10: 0471463302
• Edition: 2nd
• Format: Hardcover
• Copyright: 2005-03-18
• Publisher: WILEY

Summary

The Classic Guide to Influence Now Fully Revised & Updated! "If you want to be a successful leader at any level, you must learn the mastery of managers and groups without using formal authority. You need the ideas and skills this book delivers." -- Ram Charan, author of the bestselling books Execution and Confronting Reality "This book manages to do the near impossible...It draws on the wisdom of good leadership studies to provide tools to influence people and events at work regardless of the positions we hold." -- Professor Jeffrey Sonnenfeld, Associate Dean Yale School of Management "In its first edition, Influence Without Authority established itself as a useful guidebook to modern organization practice. With the added content of this new edition it becomes a 'bible'!" -- Len Schlesinger, Vice Chairman and COO Limited Brands Even more relevant now than it was when it was first published more than a decade ago, Influence Without Authority, Second Edition is the classic guide to getting things done with colleagues, customers, and management-- any situation in which you are not in charge, but must get results. This new edition also includes guidelines for applying the powerful Exchange Model to: -- Influencing a team, task force, or committee -- Influencing departments and divisions -- Initiating or leading major change -- Using Indirect influence -- Overcoming organizational politics -- Playing hardball-- when you can no longer catch flies with honey Influence Without Authority, Second Edition offers a reliable, time-tested plan for getting cooperation from those who command theresources, information, or support you need. The authors show you how to negotiate using the currencies people value most in their own day-to-day work life, so you can turn anyone into an ally. With powerful techniques for cutting t

Author Biography

ALLAN R. COHEN is Edward A. Madden Distinguished Professor of Global Leadership and Director of Corporate Entrepreneurship at Babson College, where he specializes in leadership and transforming organizations. He holds MBA and DBA degrees from Harvard Business School and has consulted for such organizations as GE, Polaroid, IBM, and Toshiba.

DAVID L. BRADFORD is Senior Lecturer on Organizational Behavior at Stanford Graduate School of Business and Director of Stanford's Executive Program in Leadership. He has consulted for such organizations as Frito-Lay, Levi Strauss & Co., and the Whitney Museum of American Art.

Cohen and Bradford are also the authors of Managing for Excellence and Power Up, both from Wiley.

Table of Contents

PART I:  INTRODUCTION.

1. Why influence: what you will get from this book.

PART II:  THE INFLUENCE MODEL.

2. The Influence Model; Trading what they want for what you’ve got.(Using Reciprocity and Exchange).

3. Goods and Services: The Currencies of Exchange.

4. How to Know What They Want: Understanding their Worlds (and the forces acting on them).

5. You Have More to Offer Than You Think If You Know Your Goals, Priorities and Resources  (The Dirty Little Secret About Power).

6. Building Effective Relationships:  The Art of Finding and Developing Your Allies.

7. Strategies for Making Mutually Profitable Trades.

PART III: A DEEPER UNDERSTANDING OF EXCHANGE AND HOW TO USE IT.

8. The Career of Nettie Seabrooks and Influence Against All Odds.

9. Working Within Organizational Realities to Accomplish a Goal; Warren Peters Navigates a Complex, Multi-staged Exchange Process Over a “Simple” Dispute.

10. The Example of Anne Austin; Selling a New Product Idea, and Gaining Access to an Out-of-Reach Job.

PART I: PRACTICAL APPLICATIONS OF INFLUENCE.

11. Influencing Your Boss.

12. Influencing Difficult Subordinates.

13. Working Cross Functionally: Leading and Influencing a Team, Task Force or Committee.

14. Influencing Organizational Groups, Departments and Divisions.

15. Influencing Colleagues.

16. Initiating or Leading Major Change.

17. Indirect Influence.

18. Understanding and Overcoming Organizational Politics.

19. Hardball: Escalating to Tougher Strategies When You Can No Longer Catch Flies with Honey.

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