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Influencing Without Authority

This document discusses skills and mindsets for program managers. It emphasizes the importance of understanding stakeholders, empathy, shared goals, and finding one's purpose or "why". Activities are presented to help program managers expand their area of influence and make "deposits" in their relationships through understanding individuals, keeping commitments, clarifying expectations, and apologizing genuinely. The concept of circle of influence versus concern is introduced to help focus on issues one can directly impact. Expanding one's influencing zone within key project roles like suppliers, sponsors and the project team is discussed.

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Anjali Sharma
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755 views39 pages

Influencing Without Authority

This document discusses skills and mindsets for program managers. It emphasizes the importance of understanding stakeholders, empathy, shared goals, and finding one's purpose or "why". Activities are presented to help program managers expand their area of influence and make "deposits" in their relationships through understanding individuals, keeping commitments, clarifying expectations, and apologizing genuinely. The concept of circle of influence versus concern is introduced to help focus on issues one can directly impact. Expanding one's influencing zone within key project roles like suppliers, sponsors and the project team is discussed.

Uploaded by

Anjali Sharma
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Lead with Purpose

What will make this workshop Fantastic?


Let’s Create
‘Experiential • Videos on | Mics off
Environment’ (in case you have
background noise)
• Be Present | It’s your
Workshop
• Use Chat Window
extensively

• Share Experiences |
Ask Questions
Let’s get to “Know Each Other”

Tell us about –

Your Biggest Achievement


Your biggest challenge
• What is the critical issue in this
case-study?
• Can excellence in project
management still be achieved and,
if so, how? What steps would you
recommend?
• Given the current non-cooperative
culture, how long will it take to
achieve a good cooperative project
management culture, and even
excellence?
• What obstacles exist in getting
marketing and engineering to agree
to a singular methodology for
project management?
• Do you identify with any of the
above problem’s at your workplace
from the above case-study?
Program Manager
Skills & Attitude
Key Skills
• Strong Leadership & Management skills
• Effective interaction with all stakeholders
• Providing key information in timely manner
• Efficient in program financial management
• Understanding stakeholders needs &
expectations
• Inspiring others to achieve project scope,
time, cost, resources, risk, procurement &
integration aspect
• A PM should have leadership skills to succeed

• PM needs to show empathy towards others

• PM should connect with stakeholder only in case of urgency

Program • PM should be aware of timelines of self as well as other related


projects

Manager • PM should make an effort to understand their stakeholders’


Skills True thoughts and actions

or False • As a PM the first priority has to be the departmental work

• PM must take accountability as well as make team understand


accountability

• Taking into account the budget and cost of the project is not PM’s
responsibility

• Collaborating with other department on project may hamper


one’s department progress
Shared Goals
Understanding
Stakeholders Mind-set
Empathy Mapping

Significant Quotes Actions


Key words Behaviours
References Conduct

Needs-Desires Emotions
Motivation Choice of words
Goals Body Language
Beliefs Voice tone
Empathy Mapping
I have never worked Did not take any extra efforts
on it before
No follow-up of the project
How is that possible?
Minimum Contribution in
I am already loaded!
the meetings
I need to complete
my work first

Maybe this is not Not sure about the project


best thing for me
Unsure whom to trust
This is waste of time

Why is so hard? Inadequate and Anxious

They don’t understand my work?


Empathy Mapping
I was expecting Sitting for extended hours
something different
Getting the details
When should I start? of the project
I am ready to be loaded!
Contributing in
What do you expect the meetings
from me? Reporting the progress

What is the best Excited about the project


for the project
Optimistic about the
I want something project success
outstanding
Energetic and Active
Where can I do better?
Create empathy map for
3 major stakeholders
Finding the Program Manager’s
“WHY - PURPOSE”
“Why” of a Program Manager
WHY – Finding your
WHAT – Your Result HOW – Your Process Cause and Belief
What do you do? Specific action taken
The result of to realize your
“WHY” “WHY”
Benefits of asking “Why”
• Inspires self and others to take actions.

• Act as an impactful way to communicate with stakeholders.

• “Why” taps into listener’s brain that influences behaviour.

• Act as a strong value proposition which differentiates what


one says from other.

• Allows one to focus on a deeper, more emotional and more


meaningful thing.
What is your Purpose
Expanding “Area of Influence”
Activity - Emotional Banking
ROUND 5
TEAMS BEGIN MONEY MONEY BONUS TOTAL
MONEY GIVEN RECEIVED

TEAM 1

TEAM 2

TEAM 3

TEAM 4
• How was this activity like making deposits and
withdrawals from Emotional Bank Accounts
(EBAs)?
• When you believe you’ve given more to a
relationship than the other person, how does
this affect your feelings about the relationship?
• When you believe you’ve given less to a
relationship than the other person, how does
Debrief this affect your feelings about the relationship?
• How did the other team’s history of giving
Questions impact your level of giving?       Does this relate
to real relationships in any way?
• If this had not been a competitive activity, what
would have changed about your strategy?
• Was there anything about the “Give a Big Hug”
option that was similar to real life?
• What additional lessons can you take away from
this activity?
Examples

• Withdrawal • Deposits
Understanding Attend to the
the individual little things

6 Ways to
Keeping Clarifying
make commitments expectations
Deposits
Showing
Apologizing
personal
genuinely
integrity
Knowing your “Circle of Influence”
Circle of Influence and Concern {Draw}
Identify | Circle of Concern (C) & Influence (I)
My performance at workplace

Talking to my colleague to come prepared for the meeting

Motivate cross department team to highlight the concern and risk on time

Dealing with Corona virus

Following timelines of others project

Handling conflicts in the meetings

Making team members accountable

Contributing to the revenue of the company

Getting transfer to other city


Program Managers Influencing Zone
SUPPLIERS
STAKEHOLDERS
CUSTOMERS
END-USERS

SPONSORS
STEERING COMMITTEES
PMO’s

PROJECT TEAM
RESOURCE MANAGERS
CROSS FUNCTIONAL
TEAM
P

PROGRAM
MANAGER
Upset stomach
What actions will you take to expand Influence in each Zone

SUPPLIERS
STAKEHOLDERS
CUSTOMERS
END-USERS

SPONSORS
STEERING COMMITTEES
PMO’s

PROJECT TEAM
RESOURCE MANAGERS
CROSS FUNCTIONAL
TEAM
P

PROGRAM
MANAGER
Upset stomach
Questions???

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